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Dan Solin: Comparisons to Other Mutual Funds Can Be Misleading

April 3, 2012

The mutual fund industry is highly competitive and very lucrative. Fund managers earn fees through “expense ratios” charged by their funds. These fees add up to big bucks. According to one report , in 2010 there were thirty stock fund classes with assets greater than $10 billion. Collectively, those funds would collect a whopping $3.9 billion in fees for the following year, assuming an average expense ratio of 0.548 percent. With revenues like that, it is not surprising that publicly traded funds have huge pretax margins. The same report noted that T. Rowe Price had a pretax margin of 37.1 percent. Federated Investors was 27.7 percent and Gamco (which offers the well-known Gabelli Funds) reported 35.6 percent. In an effort to capture more assets and keep those profits flowing, fund families engage in extensive advertising, intended to demonstrate how well their funds performed. I was struck by this statement on the web page for T. Rowe Price : “100 percent of our Retirement Funds beat their 5-year Lipper average as of 12/31/11.” That does seem pretty impressive. As regular readers of my blogs are well aware, I advocate purchasing index funds and avoiding actively managed funds (where the fund manager attempts to beat a designated benchmark). My views are based on the overwhelming research indicating that actively managed funds are statistically likely to underperform index funds over the long term. This research is summarized here . All of the retirement funds offered by T. Rowe Price are actively managed funds. Its web page extols the ability of its “global research team” to engage in “bottom-up research” in order to “enhance returns”. Since 100 percent of its retirement funds beat their 5-year Lipper average, investors could believe that T. Rowe Price has found a way to consistently “beat the market”. Is this accurate? Not if you understand how the use of benchmarks can be misleading. Lipper mutual fund averages are benchmarks that measure the performance of funds in a given category against other funds in that category. The fact that all of the retirement funds managed by T. Rowe Price beat their Lipper averages means they were better than the average performance of the other funds measured by Lipper. While interesting, it tells you nothing about how those funds performed against their benchmark indexes. Morningstar assigns a benchmark index to each mutual fund it rates. This is the index against which the performance of a given fund can be measured. These indexes are assigned by the Morningstar fund analyst team, based on its Morningstar category. It is the index the Morningstar analyst team believes is the most appropriate benchmark for the Morningstar category. The performance of a fund against its appropriate index is a more accurate way to evaluate the performance of a mutual fund. Think of it this way. If the average 8th grader can run a 100 yard dash in 20 seconds and your child took 40 seconds, you might be concerned. However, if the only information you had was that your child was better than the average in his class (and the average in his class was 45 seconds), you might believe he was in great shape. Using data from Morningstar (for example see here ), Index Funds Advisors calculated the returns for the five-year period ending December 31, 2011 of the T. Rowe Price Retirement funds against their analyst assigned benchmark. This was the same period used by T. Rowe Price to measure performance against the Lipper average. We measured the performance of all 33 T. Rowe Price Retirement Funds. The results were surprising. None of them equaled (much less beat) their Morningstar analyst assigned benchmark. Underperformance ranged from 0.84 percent to 1.73 percent (annualized). Only twelve of these funds are available for direct purchase by individual investors. Representatives for T. Rowe Price disagree. They believe the Lipper results give investors “… a valid apples-to-apples comparison.” They also note you can’t purchase the Morningstar benchmarks so the use of them doesn’t represent a valid comparison. Finally, they quarrel with the benchmarks assigned to their funds by Morningstar and believe their custom benchmarks are more accurate. Their funds outperform their customized benchmarks. If fund families want to brag about the performance of their funds against their peers, that’s fine. But you should insist on knowing how they did against an appropriate benchmark (whether you believe that benchmark is the one set by a third party like Morningstar, or the fund family itself). Otherwise, your portfolio could be out of breath at the finish line. Dan Solin is a senior vice president of Index Funds Advisors. He is the New York Times bestselling author of “The Smartest Investment Book You’ll Ever Read,” “The Smartest 401(k) Book You’ll Ever Read,” “The Smartest Retirement Book You’ll Ever Read” and “The Smartest Portfolio You’ll Ever Own.” His new book is “The Smartest Money Book You’ll Ever Read.” The views set forth in this blog are the opinions of the author alone and may not represent the views of any firm or entity with whom he is affiliated. The data, information, and content on this blog are for information, education, and non-commercial purposes only. Returns from index funds do not represent the performance of any investment advisory firm. The information on this blog does not involve the rendering of personalized investment advice and is limited to the dissemination of opinions on investing. No reader should construe these opinions as an offer of advisory services. Readers who require investment advice should retain the services of a competent investment professional. The information on this blog is not an offer to buy or sell, or a solicitation of any offer to buy or sell any securities or class of securities mentioned herein. Furthermore, the information on this blog should not be construed as an offer of advisory services. Please note that the author does not recommend specific securities nor is he responsible for comments made by persons posting on this blog.

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Josh Levy: Hey America! We’re Ranked #16 in Broadband!

April 3, 2012

Q: Do you live in America? If you answered, “yes,” you can proceed directly to the “You live in a country ranked 16th in the world in broadband penetration, speed and price” section below. You live in a country ranked 16th in the world in broadband penetration, speed and price. It’s true . The U.S. ranks an average of 16th in the world in these three categories. That puts us behind countries like Portugal (15th), Belgium (9th) and Denmark (2nd), whose residents enjoy greater access to a faster, cheaper Internet than Americans do. There’s one core reason for our poor global performance. As journalist Rick Karr explained in his film on the state of broadband in Europe, a simple “game changer” — competition — leads to better broadband. But competition in the U.S. broadband market is virtually nonexistent. That means that millions of Americans live without high-speed Internet access, and those who do have it experience slower speeds and higher prices than their European counterparts. Most U.S. residents have a choice of only one cable provider, with slower DSL and satellite providing a cheap façade of competition . Big broadband companies are all too happy to point to this “competition” whenever they’re asked why they’ve been allowed to become quasi-monopolies that dictate how — and for what price — we connect to the Internet. Now the tiny sliver of broadband competition that still exists in America could disappear completely. Verizon and a group of cable companies including Comcast, Cox and Time Warner Cable have settled on a deal that would allow them to divide up the broadband market among themselves, leaving Internet users in the lurch. In short, Verizon would purchase a big chunk of wireless spectrum owned by the cable companies in exchange for an agreement to resell those companies’ broadband services to its customers — customers who once hoped that Verizon would build out its own FiOS network to compete with these very same cable companies. This deal amounts to an agreement between Verizon and these cable companies to stop competing. Whatever slices of the broadband market they currently dominate, they’ll continue to dominate — without the threat of competition. With that threat removed, these companies will have little incentive to lower prices, increase speeds or build out to underserved areas. Meanwhile, Verizon’s wireless spectrum purchase would make the already concentrated mobile market even more so — with AT&T and Verizon controlling two-thirds of all wireless subscriptions, 80 percent of the most valuable wireless spectrum and 80 percent of the entire industry’s profits. The U.S. broadband market is in bad shape. More competition could help fix it, but shady business deals and bad government policies are fostering more concentration, not less. How do we solve this competition problem? We’re asking Congress, the Justice Department and the FCC to block Verizon’s proposed deal . That’s a start. But we also have to support other forms of broadband competition, like municipally owned networks that compete with — and often beat — big incumbents like Comcast when it comes to speed, access and affordability. Unfortunately, those incumbents have spent millions to pass state-level bills that outlaw such networks. A movement is coming together to support communities’ right to decide for themselves whether to build such systems. You can join it here . You can also learn more about the history of corporations trying to control our access to basic utilities at the expense of residents who have depended on those utilities for their very survival. Indeed, many people see the battle for broadband as the 21st-century equivalent of the fight for rural electrification . We oppose the Verizon-cable deal and support community-owned broadband networks for one simple reason: Without competition, companies will leave Americans behind when it comes to the basic information utility of our time.

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Rabbi Peter H. Schweitzer: 10 New Plagues For Passover 2012

April 3, 2012

The Passover holiday, which this year begins on Friday (April 6), celebrates the story of freedom of the ancient Hebrew people from Egyptian bondage. But more than just a compelling lesson about our legendary past, it is an urgent call for justice, equality and freedom for those who are still oppressed today. According to the Exodus story, Pharaoh had an obstinate heart and refused to let the Hebrew slaves go free. As a consequence, he brought 10 plagues on his land, including blood and frogs, lice, gnats and flies, murrain and boils, hail and darkness, and finally, the death of the first-born Egyptians. Pharaoh ultimately capitulated, but we are cautioned not to rejoice at his downfall or that Egyptians were drowned in the Red Sea while attempting to catch the fleeing Israelites. Instead, during the Seder (service before the Passover meal) it is a custom to recite the plagues and spill a drop of wine at the mention of each plague, thereby diminishing our pleasure. In recent years, many new modern Haggadahs have been created — the books used to retell the Passover story — and they are likely to incorporate a list of “Contemporary Afflictions,” including AIDS, drugs, hunger, illiteracy, pollution, poverty and racism, modern plagues that continue to darken our lives today. As we find ourselves in the midst of the latest presidential election cycle, an affliction unto itself, here is a set of 10 New Plagues for Passover 2012. 1. Out-of-control SuperPACs that are unaffiliated, uncoordinated, unassociated and secretly run by billionaires. 2. No-holds-barred political consultants who run unfettered, unrestrained, carpet-bombing smear campaigns. 3. Fear-mongering politicians who foster anxiety and anger rather than confidence and hope. 4. Arrogant candidates who sarcastically deflect important and legitimate questions with snide responses that scapegoat the “elite” media. 5. Puritanical religious crusaders who make outrageous attacks on contraception, freedom of choice, women, gays and lesbians, teachers and union members, as well as intellectuals and liberals and the colleges that “indoctrinate” them. 6. Rogue robocalls that are unleashed, unregistered and illegal. 7. Bloviating, bombastic, pompous and inflammatory talkshow hosts. 8. Crackpot conspiracy theorists who don’t care about facts, evidence or truth. 9. All-powerful, self-interested banks and financial organizations that don’t care about the client. 10. Otherwise reasonable, caring people who let them all get away with it. Rabbi Peter H. Schweitzer is the leader of The City Congregation for Humanistic Judaism (New York City) www.citycongregation.org. He is the author of “The Liberated Haggadah: A Passover Celebration for Cultural, Secular and Humanistic Jews.” (secularhaggadah.com)

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Tom Grasty: The Difference Between "Invention" and "Innovation"

April 3, 2012

Two and a half years ago, I co-founded Stroome, a collaborative online video editing and publishing platform and 2010 Knight News Challenge winner . From its inception, the site received a tremendous amount of attention. The New School, USC Annenberg, the Online News Association and, ultimately, the Knight Foundation all saw something interesting in what we were doing. We won awards; we were invited to present at conferences; we were written about in the trades and featured in more than 150 blogs . Yet despite all the accolades, not once did the word “invention” creep in. “Innovation,” it turns out, was the word on everyone’s lips. Like so many up-and-coming entrepreneurs, I was under the impression that invention and innovation were one and the same. They aren’t. And, as I have discovered, the distinction is an important one. Recently, I was asked by Jason Nazar, founder of Docstoc and a big supporter of the L.A. entrepreneurial community, if I would help define the difference between the two. A short, three-minute video response can be found at the bottom of this post, but I thought I’d share some key takeaways with you here: INVENTION VS. INNOVATION: THE DIFFERENCE In its purest sense, invention can be defined as the creation of a product or introduction of a process for the first time. Innovation , on the other hand, occurs if someone improves on or makes a significant contribution to an existing product, process or service. Consider the microprocessor. Someone invented the microprocessor. But by itself, the microprocessor was nothing more than another piece on the circuit board. It’s what was done with that piece — the hundreds of thousands of products, processes and services that evolved from the invention of the microprocessor — that required innovation. STEVE JOBS: THE POSTER BOY OF INNOVATION If ever there were a poster child for innovation it would be former Apple CEO Steve Jobs. And when people talk about innovation, Jobs’ iPod is cited as an example of innovation at its best. But let’s take a step back for a minute. The iPod wasn’t the first portable music device (Sony popularized the “music anywhere, anytime” concept 22 years earlier with the Walkman); the iPod wasn’t the first device that put hundreds of songs in your pocket (dozens of manufacturers had MP3 devices on the market when the iPod was released in 2001); and Apple was actually late to the party when it came to providing an online music-sharing platform. (Napster, Grokster and Kazaa all preceded iTunes.) So, given those sobering facts, is the iPod’s distinction as a defining example of innovation warranted? Absolutely. What made the iPod and the music ecosystem it engendered innovative wasn’t that it was the first portable music device. It wasn’t that it was the first MP3 player. And it wasn’t that it was the first company to make thousands of songs immediately available to millions of users. What made Apple innovative was that it combined all of these elements — design, ergonomics and ease of use — in a single device, and then tied it directly into a platform that effortlessly kept that device updated with music. Apple invented nothing. Its innovation was creating an easy-to-use ecosystem that unified music discovery, delivery and device. And, in the process, they revolutionized the music industry. IBM: INNOVATION’S UGLY STEPCHILD Admittedly, when it comes to corporate culture, Apple and IBM are worlds apart. But Apple and IBM aren’t really as different as innovation’s poster boy would have had us believe. Truth is if it hadn’t been for one of IBM’s greatest innovations — the personal computer — there would have been no Apple. Jobs owes a lot to the introduction of the PC. And IBM was the company behind it. Ironically, the IBM PC didn’t contain any new inventions per se (see iPod example above). Under pressure to complete the project in less than 18 months, the team actually was under explicit instructions not to invent anything new. The goal of the first PC, code-named “Project Chess,” was to take off-the-shelf components and bring them together in a way that was user-friendly, inexpensive and powerful. And while the world’s first PC was an innovative product in the aggregate, the device they created — a portable device that put powerful computing in the hands of the people — was no less impactful than Henry Ford’s Model T, which reinvented the automobile industry by putting affordable transportation in the hands of the masses. INNOVATION ALONE IS NOT ENOUGH Given the choice to invent or innovate, most entrepreneurs would take the latter. Let’s face it, innovation is just sexier. Perhaps there are a few engineers at MIT who can name the members of “Project Chess.” Virtually everyone on the planet knows who Steve Jobs is. But innovation alone isn’t enough. Too often, companies focus on a technology instead of the customer’s problem . But in order to truly turn a great idea into a world-changing innovation, other factors must be taken into account. According to Venkatakrishnan Balasubramanian, a research analyst with Infosys Labs, the key to ensuring that innovation is successful is aligning your idea with the strategic objectives and business models of your organization. In a recent article that appeared in Innovation Management , he offered five considerations: 1. Competitive advantage: Your innovation should provide a unique competitive position for the enterprise in the marketplace. 2. Business alignment: The differentiating factors of your innovation should be conceptualized around the key strategic focus of the enterprise and its goals. 3. Customers: Knowing the customers who will benefit from your innovation is paramount. 4. Execution: Identifying resources, processes, risks, partners and suppliers and the ecosystem in the market for succeeding in the innovation is equally important. 5. Business value: Assessing the value (monetary, market size, etc.) of the innovation and how the idea will bring that value into the organization is a critical underlying factor in selecting which idea to pursue. Said another way, smart innovators frame their ideas to stress the ways in which a new concept is compatible with the existing market landscape, and their company’s place in that marketplace. This adherence to the “status quo” may sound completely antithetical to the concept of innovation. But an idea that requires too much change in an organization, or too much disruption to the marketplace, may never see the light of day. A FINAL THOUGHT While they tend to be lumped together, “invention” and “innovation” are not the same thing. There are distinctions between them, and those distinctions are important. So how do you know if you are inventing or innovating? Consider this analogy: If invention is a pebble tossed in the pond, innovation is the rippling effect that pebble causes. Someone has to toss the pebble. That’s the inventor. Someone has to recognize the ripple will eventually become a wave. That’s the entrepreneur. Entrepreneurs don’t stop at the water’s edge. They watch the ripples and spot the next big wave before it happens. And it’s the act of anticipating and riding that “next big wave” that drives the innovative nature in every entrepreneur. This article is the seventh of 10 video segments in which digital entrepreneur Tom Grasty talks about his experience building an Internet startup, and is part of a larger initiative sponsored by docstoc.videos, which features advice from small business owners who offer their views on how to launch a new business or grow your existing one altogether.

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Vanity Fair: Four-Wheeled Future: All Hail the Taxi of Tomorrow

April 3, 2012

The latest version of our city’s only private form of public transportation — the yellow cab — will be unveiled this week at the 2012 New York Auto Show. By Brett Berk , Vanity Fair After exhaustive evaluation by all manner of stakeholders — taxi drivers, fleet owners, transportation bureaucrats, the mayor, and the notoriously cranky New York City public — the Nissan NV200 has been selected to replace the venerable Ford Crown Victoria as the Big Apple’s official cab. This so-called Taxi of Tomorrow will be unveiled to skeptical residents for the first time at this week’s New York Auto Show. Intimate Portraits from the 2012 Vanity Fair Oscar Party Booth Like many of Gotham’s unique antediluvian artifacts — intelligent theater, human interaction, walking — the creaky Crown Vic is beloved. So what will the Mexican-made mini-minivan offer to win over nostalgic urbanites when it begins being phased into the city’s 13,200-yellow-cab fleet next year? Well, in addition to besting its two rivals for the job — the wee and equilateral Ford Transit Connect micro-van and the lunky and unproven Turkish Karsan V1 rolling doorstop — the city’s first purpose-built cab will host myriad bespoke features calibrated to the distinctive needs of New York’s taxi users. These include a standard driver’s navigation system that will preclude ever again having to explain which numbered streets precede and follow West 17th, a panoramic glass roof for staring up at the young men on those Hollister billboards, a low-annoyance horn tuned to a frequency that’s only audible to other cabbies (or so we hope), one 12-volt and two USB charging ports so all your batteries will be as fresh as the scent inside the cabin, fuel-economy numbers that double those of the neolithic Ford, and antibacterial pleather seats that provide lower rates of Ebola transmission than most other fabrics. Also baked into the compact new cab: space. And not just inside the cabin, where a flat-floored, “no hump” rear seat and lengthy wheelbase will provide ample legroom for drivers and passengers. On the streets, too: “When all of the Crown Vics are replaced with NV200s,” David Reuter, Nissan’s V.P. of global communications, told us, “there will be five acres of real estate given back to the city of New York.” During its 10-year reign, the Nissan will also replace the other, non-Vic models now on the road. Later this year, when an advance-production version of the Taxi of Tomorrow is available for us to manhandle, we plan to assemble a diverse dream team of New York passenger types — a magazine girl, a Wall Street broker, a fireman, and a clueless tourist — and put our yellow-journalism skills to the test by taking them on a marathon ride through all five boroughs (literally: over the course of the N.Y.C. Marathon). Until then, you’ll have to make do with the images herein, and our admonishment to check out this vehicle, and all the other fabulous world premieres, at the New York Auto Show this week. The show is open to the public April 6-15 at the “Convention Hall of Yesteryear” — the newly refaced, but still underwhelming, Javits Center — all the way over on 11th Avenue in the West 30s. Take a cab. More from Vanity Fair: The Fashion of Mad Men’s Season-Five Premiere Lady Gaga’s Most Talked-About Looks A Look Back at Vintage Playboy Bunnies

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Rev. Dr. James A. Forbes, Jr.: Resurrecting The Cause For Which King Died

April 2, 2012

44 years after Dr. King’s death, jobs are still the No. 1 issue in America April 4 will be the 44th anniversary of the day Dr. Martin Luther King, Jr. stepped out on the balcony of the Lorraine Motel and was cut down at the age of 39. He had just asked that his favorite hymn, “Precious Lord, Take My Hand,” be sung at the event he was to attend that night; instead it was sung by his friend Mahalia Jackson at his funeral. Most people know the King remembrances. First, the day in January set aside as the Martin Luther King, Jr. Birthday Celebration; and second, the April observance of his death date. King’s name is most frequently associated with civil rights, integration and nonviolent protest. What we should be thinking about, however, is what this preacher also was preaching: economic justice. In other words, jobs . It’s true that Dr. King had a dream about racial integration — hallelujah for that. Today I think he’d say: “Can’t you all get over this color thing?” In King’s speech against the war in Vietnam at the Riverside Church one year before his assassination, he said we cannot fulfill the American dream if we are using up all our resources in war, not just making that a dream deferred, but of the sin-sick soul: “A nation that continues year after year to spend more money on military defense than on programs of social uplift” he said, “is approaching spiritual death.” Integrate? Fine. Stop the war? Fine. But economic redistribution? Economic justice? Spreading the resources so that all God’s children have a place at the table? All good, all important. But neither racial discrimination or segregation nor war in Vietnam got him killed. It was the issue of economic justice. Oh sure, you could talk about economic justice, but King was getting ready to do something about it. The very week he died, he was in the process of planning the Poor People’s Campaign to go to Washington, D.C. to document that poor people in this nation are citizens just like everybody. He was reminding us about the Constitution of the United States that talked about inalienable rights, among which are life, liberty and the pursuit of happiness and all God’s children ought to have food to eat and clothes to wear. They ought to have jobs and opportunity and some place to stay. All God’s children have a right. He was organizing to come to Washington and he said we will tie up the legislative process–we will bring white poor people from Appalachia, Latinos from the border states, bring poor people from the urban centers and say to our nation, “We are Americans too and we have a right to all of the wonderful bounty which God has bestowed on our great nation.” Dr. King was still committed to “I have a dream” when his life was cut short, but it wasn’t a black folk’s dream. It was an American dream — “a dream yet unfulfilled” — that is, the dream of reaching the Promised Land of economic justice as well as equality and peace. I would like to challenge citizens of today with this admonition. Every time you hear, I have a dream , please make sure people understand it’s not just about black folk and white folk getting together. Every time you hear it please make sure that folks know it’s not just about a war in Vietnam, Afghanistan, Iraq or possibly Iran or North Korea. Please make sure that it’s a dream about King that has to do with economic justice. On April 4 this year, a group of us leaders on the Upper West Side of Manhattan are convening a coalition of local and national legislators; interfaith, labor and civil rights activists and leaders; and an esteemed panel of journalists and newsmakers for a symbolic evening of history, re-enactment, riveting discussion and healing songs. Our dedicated interfaith, inter-disciplinary group will pick up the piece of King’s mantle that people have let die — jobs. With more than 12.8 million Americans unemployed, jobs, economic freedom, living wage and worker justice remain the greatest challenges this country faces. The timing is prophetic. Dr. King was slain in Memphis where he had travelled to show his support for striking black sanitation workers. He was about jobs. We will mobilize churches, mosques and synagogues throughout the country, public and private industry, local governments and Congress to create jobs and to lobby for a comprehensive jobs solution by August 28, 2013 — the 50th anniversary of the March on Washington. We will make jobs a priority in the American consciousness. We heard the “I have a dream” speech, but here is a speech not often heard, but deeply reflective of King’s commitment to economic justice: “This will be the day when we shall bring into full realization the American dream — a dream yet unfulfilled. A dream of equality of opportunity, of privilege and property widely distributed; a dream of a land where men will not take necessities from the many to give luxuries to the few, a dream of a land where men will not argue that the color of a man’s skin determined the content of his character; a dream of a nation where all our gifts and resources are held not for ourselves alone but as instruments of service for the rest of humanity; the dream of a country where every man will respect the dignity and worth of human personality — that is the dream. And as we struggle to make racial and economic justice a reality, let us maintain faith in the future. We will confront difficulties and frustrating moments in the struggle to make justice a reality, but we must believe somehow that these problems can be solved.” (December 11, 1961) RESURRECTING THE CAUSE FOR WHICH HE DIED Call-to-Action Wednesday, April 4, 2012 – 5:30 p.m. – 8:00 p.m. (Specific actions at 6:02, when Dr. King was shot, and at 7:04, when he died) Riverside Church, 490 Riverside Drive @ 120th Street, New York, N.Y. 10027

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Daniel Gulati: You, the Technologist

April 2, 2012

As the Internet has grown from 70 million users in 1997 to 2.2 billion , entrepreneurial companies with technology at their core have disrupted entire industries and threatened or eliminated incumbents. For example, Square, the new electronic payment service, has already upended a long-established financial ecosystem, with some arguing that it may even replace cash . In recent years, incumbents have fought back. A 2011 IBM study of over 3,000 CIOs revealed that CIO-CEO alignment is stronger than ever, with traditional companies aggressively investing in technology innovation. Big-box retailers, like Best Buy, now have large, fast growing e-commerce businesses. The New York Times and other traditional publishers are launching digital products tailored to the mobile web . Even the big banks are getting social . Yes, this is creating unprecedented demand for employees with serious technical chops. But as more traditional businesses are being run on software and a larger component of a company’s customer experience is being delivered online, everyone from marketing to general management needs to take notice. Studies confirm that technology skills will be crucial for future employment prospects. Engineer or not, the managers and employees who understand new consumer technologies and can create value by deploying software as a solution will be those most valued by organizations young and old. Firstly, entirely new categories of technology jobs are forming , creating exciting opportunities for today’s job seeker. A few years ago, community managers did not exist. Yet with 67% of surveyed brand managers planning to launch social media campaigns in the next 12 months, community managers are now amongst the most sought after marketing professionals. With the rise in new web-based applications, advertising products, and client-side software, user experience (UX) design is suddenly one of the nation’s fastest growing employment areas . Because these categories are so new, a drastic shortage of formally trained professionals exist to fill the roles available. This creates opportunities for the savvy job seeker in an adjacent field looking to switch into an in-demand technology role. Secondly, traditional roles are likely to have a larger technology component that will only increase over time. Marketers no longer live in an above-the-line world; instead, direct-response and pay-per-click advertising have entered the mix. Similarly, HR professionals who fail to harness the power of LinkedIn, Identified, and BranchOut may miss out on attracting star candidates. Nonmanagerial, nonconsumer-facing employees, such as data entry specialists, need to be well-versed in specific new technologies that relate to them. Even the most traditional of employees, the factory worker, must transform into a technologist or face extinction. As Adam Davidson recently argued , “Today, the computer moves the cutting tool and the operator needs to know how to talk to the computer.” In a world where everyone must become a technologist, how can we land an exciting technology job in an entirely new category — or simply become more technologically sophisticated in the way we approach our current, traditional roles? Here’s a five-step checklist to ensure you stay relevant: 1. Be an end user : The best way to understand new technologies is to use them. It would be difficult to truly grasp the power of Facebook fan page marketing without being both a Facebook user and a fan of brands yourself. Dedicate time on the job to tinkering with platforms that are highly relevant to your role. 2. Know the ROI : As the pace of technology innovation increases, the savvy professional will curate and invest in the platforms that matter. Different consumer technologies, like Twitter and Pinterest, have different use cases and entirely different customer acquisition economics. Therefore, a well-understood financial model is crucial if you’re arguing for a reallocation of company resources to support investments in new consumer technology platforms. Even internal collaboration tools, such as Basecamp, salesforce, and Sharepoint, should be subject to detailed business case and ROI analyses. 3. Demonstrate your knowledge : Do you know your SEO from your SEM ? New technologies are creating new vocabularies. This isn’t irrelevant jargon, but rather essential concepts you’ll need to successfully weave into your verbal and written arguments to land that new role or perform at a higher level in your existing role. 4. Learn technical skills : New companies and older institutions alike have recognized the structural mismatch between available technology jobs and worker skillsets. That’s why you can log onto Codecademy and learn programming for free, instantly. Universities are rapidly growing their engineering courses. Venture capitalists are creating software engineering academies in their own cities. There are now countless opportunities to learn what you don’t currently know and use these skills to your advantage in your new or current role. 5. Anticipate trends : With the age of device fragmentation, increasing smartphone and tablet penetration will usher in a post-PC era. Translating mega-trends like these to potential impacts your current professions, and then to the implications for your skillsets, is a powerful way to get ahead. Trends need not be domestic. As the cost of computing falls, overseas markets and entirely new customer sets are suddenly being propelled into relevancy. Anticipate international trends, too. What else can we do to position ourselves? Is your job or industry becoming more technologically focused? This post was originally published on HBR.org.

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Tom Samph: A 122-Year-Old Start-Up? How Post University Reinvented Itself for the Modern Educational Era

April 2, 2012

Fewer organizations today are able to stay in existence for more than 100 years. Business needs are changing rapidly across myriad industries, and in many cases what was relevant yesterday has been rendered obsolete today by new technologies and new ways of thinking. Colleges and universities have a better track record than most businesses, but even these bastions of longevity sometimes fail to keep pace with market pressures and demands. A number of schools have shuttered their doors in recent years due to increased expenses, declining enrollments, dried-up revenues and dwindling endowments. Post University was about to be one of these schools in 2004. It was 18 months from closing when a new management team took over and started upending everything from basic infrastructure to campus culture. Fast forward to today. Post University is now on firm financial footing, and is becoming known as one the most innovative and vibrant schools in the Connecticut region. If you ask members of the senior management team what they have been doing for the past five to seven years, they will tell you they have been building a “122-year-old start-up.” We have reinvented Post to meet the needs of today’s students, which are increasingly adult learners . That’s why we have a start-up culture and mentality, yet are rooted in 122 years of experience in providing higher education to students around the country. We wanted to share how we’ve made Post University’s offerings relevant to the evolving educational needs of our students, and what we’ve learned along the way to help other educational institutions grow their organizations to better meet their students’ needs, too. First, some background for context. In 1989, Post University was acquired by Teikyo University in Japan. The school became a destination for Japanese students to learn about American culture and language. But as the Japanese economy and demographics changed, fewer students came to Post. Revenues naturally declined. University management in the U.S. did not respond to this issue. As a result, the Japanese decided to sell Post. In 2004, Teikyo Post University became Post University once again, and a new, experienced, metrics-driven group of senior managers took the helm. The team’s primary goals were to 1) create a university that could deliver educational services to students in whatever format was most suitable for them, and 2) make a Post University degree more valuable with each passing year. The team also had a strong interest in restoring the school to its featured role as Waterbury’s hometown university, which it has been since 1890. To achieve these goals, the team realized its initial focus had to be on establishing financial stability. As is true with any business, you can’t do much if you can’t keep the lights on and make payroll. Post’s management team turned to one of the school’s historical strengths: distance learning. Post University has had a distance learning presence since 1976, and several members of the senior management team had experience in this area as well. Post began building up its online education operation by offering the academic programs from its main campus to adult learners in a fully online, asynchronous format. It also started adding graduate programs, including the state’s first fully online MBA degree program . Today, the Online Education Institute of Post University is a leader in providing online accelerated degree programs for working professionals. Looking back on how we got here, there are a couple of takeaways that stand out. We hope you’ll be able to pull out some ideas from this list that you can try in your own educational institution: • Use technologies to meet student needs. Much of our recent growth has come from using technology to expand our academic offerings beyond our campus. For instance, online discussion boards are an integral part of all our online courses. Our students have told us that online discussion forums foster greater interaction with their peers and instructors , and as a result, enrich their learning experience. This technology and others have enabled us to provide flexible online learning opportunities to the growing number of adult learners, which in turn has helped boost enrollment. In 2004, 98 percent of the University’s 150 online students were from Connecticut. Today, about 65 percent of our more than 10,000 online students are from outside our home state. • Be a data-driven organization. We rely on a variety of metrics to assess the effectiveness of our operations, programs and strategies. This gives us greater quality control and fiscal accountability. We continually measure the impact of our academic programs and student support services through methods such as student surveys, responsive data and a host of financial indicators. The insights, challenges and opportunities we glean from our metrics enable us to dynamically make organizational improvements. Our process for collecting and tracking metrics also lets us share a status update with our stakeholders. We are one of the few educational institutions that provide our board of trustees with weekly metrics reports on the progress of the institution. • Operate like a business. Because you are. Without multi-billion-dollar endowments and/or significant state or other outside funding, we’ve found that operating more like a business has enabled us to evaluate our processes and make needed changes, and measure our progress against a well-defined strategic plan. This operational model includes relying on metrics-driven decision-making, having strong financial accountability, continually improving and innovating your product offerings and providing the ultimate in customer service. Through heavy investments in technology, renovations to our Waterbury campus, the addition of new athletic programs and improvements in the quality and breadth of our academic offerings and teaching staff, we believe Post is in a position to thrive throughout the education industry’s evolution. And so can other organizations, by focusing on improving the quality, affordability and flexibility of their educational opportunities for traditional and non-traditional college students. Continuing to do what has been done in the past is rarely a successful formula for sustainable growth or quality improvement. Nurturing a start-up culture is a first step in fostering ongoing innovation to meet the changing needs of our students.

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Allan Brawley: Let’s Stand With Working People Against the Crony Capitalists and Their Political Lackeys

April 2, 2012

The labor unions have always been in the forefront of the national struggle for workers’ rights to organize, a living wage, safe workplaces, health and unemployment insurance, pensions and countless other benefits we have all come to take for granted. Many of these gains were won with the blood and other personal sacrifices of those workers who stood up to the depredations, and often violent, responses of their employers. Those early union struggles need to be remembered and appropriately re-enacted if we are to take the country back from the corporate interests that again control it, their political and judicial allies and the complicit mainstream media. Unfortunately, expecting the gravely weakened unions to take the lead in today’s struggle by themselves is unrealistic and unfair, although their full participation in the battle is essential. The labor movement opened itself to criticism by the behavior of some of its leaders in the past that undermined its image — defending the retention of unproductive workers, insisting on overly generous benefit packages, etc. But, anyone who knows anything about unions is fully aware that these were aberrations that distracted attention from the invaluable role they have played in promoting a higher standard of living and democracy, not only in the workplace, but also for the country as a whole. At least in part because of these achievements, they have been systematically and unfairly demonized by big money interests for decades. It is to be hoped that these sustained misrepresentations of what unions have fought for and achieved for all of us over the years will not result in a repetition today of the more extreme conditions that provoked their founding. Last year’s explosion at Massey Energy’s Upper Big Branch Mine in West Virginia that killed 29 people and the disastrous blowout at BP’s Deepwater Horizon oil platform in the Gulf of Mexico that claimed eleven lives are eerie reminders of events that occurred at the turn of the last century. Last year was the 100th anniversary of the Triangle Shirtwaist Company fire in New York City that cost the lives of 146 workers (mostly young Jewish immigrant women) who were trapped in their workplace because their employers had barred the means of escape. Eyewitnesses to the tragedy saw a steady stream of workers pause helplessly amid the flames before jumping to their deaths on the sidewalk before their eyes. The impact of the Triangle fire on the national psyche and on the organizing efforts of the unions cannot be overstated. Within five years, several clothing industry unions had gained recognition and played a key role in securing from their employers the 45-hour week, a living wage, paid vacations, health insurance and pensions. Mine, steel, textile, railroad, automobile and countless other workers had to suffer their own versions of employer-inflicted inhumanity, violence and multiple deaths and injuries before they secured recognition and some degree of workplace fairness and safety. We owe all of them a great deal — at the very least, to remember and honor them for their courage and sacrifice. Progressives succeeded in having many of these workplace rights (initially secured by the unions), adopted by specific states and municipalities and, later, enacted into Federal law, especially in the 1930s. These rights were expanded and enforced for the next 30 years until the Right Wing of the Republican Party mounted their systematic assault on ordinary working people, their families and the people who sought to represent them. We are now witnessing the consequences of three decades of corporate deregulation, tax breaks for the biggest corporations and the wealthiest Americans, and a complete disregard for the poor and vulnerable, including children and sick people — a disgraceful and unsustainable gap between the ultra-rich and everyone else. That the restoration of the power of the labor unions would be a huge benefit to the country at this time is undeniable and they should be supported and strengthened by the efforts of all of us who care about the American way of life — and democracy itself. It will take a concerted effort by all persons with a sense of fairness, as well as a commitment to truly representative government, to fight the seemingly limitless greed of the country’s billionaires and multimillionaires and its destructive effects on the political process. Fortunately, Wisconsin’s million-signature recall campaign against its union-busting governor (and Koch Brothers-funded lackey) has demonstrated what energized union members and their outraged neighbors can accomplish. Similarly, the ability of the Occupy Wall Street movement to strike chords that have resonated nationally with a large segment of the 99 percent of Americans whose voices and well-being have not counted in recent years is an encouraging development. There is hope, therefore, that effective progressive movements such as these, as in the past and with our energetic support, can save the country from the crony capitalists who have rigged the economy and the democratic process for their exclusive benefit and those political operatives who have benefitted hugely from doing their bidding.

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Jamin Raskin: The Ghost of Lochner Sits on the Supreme Court and Haunts the Land

April 2, 2012

Philosophical “conservatism” on today’s Supreme Court has nothing to do with constitutional method. It does not mean that the Justices defer to Congress or the states. It does not mean respect for precedent or existing doctrine or the original meaning of constitutional language. All it means is that the five Justices who imposed Citizens United on our country find a way to line up with the political arguments being advanced on Fox News, by the Heritage Foundation and by the most right-wing forces in the Chamber of Commerce. This is a Court that isn’t just dominated by the politics of the Republican Party; this is a Court dominated by the politics of the Tea Party. What an embarrassment. The Supreme Court’s performance on the bench in the health care case last week is instructive. The remarkable thing is that everyone, including the conservatives, concede that the mammoth health care industry, which represents one-sixth of our national economy, substantially affects interstate commerce. This is all that needs to be shown under the 1995 U.S. v. Lopez decision, which found that Congress under the Commerce Clause can regulate the channels of interstate commerce, the things moving in interstate commerce, and any activity that has a “substantial effect” on interstate commerce. With 40 million uninsured people whose uncompensated health care costs the rest of us billions of dollars a year, it’s a simple case. This is why intellectually honest conservatives, like my first-year Contracts professor, Charles Fried, a serious conservative at Harvard Law School who was President Ronald Reagan’s Solicitor General, are declaring that the current constitutional attack on Obamacare is “just a canard that’s been invented by the tea party, and I was astonished to hear it coming out of the mouths of the people on the bench.” In truth, this has nothing to do with the Commerce Clause. What right-wing conservatives are saying now is that the individual insurance mandate (which they concocted at the Heritage Foundation and put into practice in Massachusetts under Governor Romney, all with the enthusiastic support of Newt Gingrich) goes “too far.” It threatens a “fundamental shift in the relationship between government and the individual.” It actually “makes people do something.” It forces people to “enter into a contract.” No, these “don’t tread on me” arguments have nothing to do with the Commerce Clause and everything to do with the revival of the 1905 Lochner v. New York decision. In Lochner , a similarly Right-leaning Supreme Court struck down a law regulating the working hours and condition of bakeshop employees in New York. The theory was that the Due Process Clause creates a sacrosanct invisible shield around business and employment contracts that cannot be pierced by economic and social legislation. For decades the Lochner Court proceeded to wipe out legislation regulating child labor, occupational safety, the right to organize, collective bargaining, and consumer rights, all in the name of protecting the Due Process freedom of contract. Justices would give the thumbs-up or thumbs-down depending on whether they felt a law had gone too far in regulating commercial activity. The Court’s self-appointment as a super-legislature reviewing the wisdom of laws affecting business provoked the famous political clash with President Roosevelt, who advanced a plan to change the composition of the Court. Although FDR did not succeed in changing the size of the Supreme Court, the Court did change its ways and abandon the radical doctrine that government could not regulate private contracts affecting employment and consumer rights. The ghost of Lochner is alive and well on the Roberts Court, which has been busily dismantling laws that stand in the way of total corporate freedom. Just last Term, Justice Breyer dissented sharply in Sorrell v. IMS Health, Inc. (2011), in which the conservatives invalidated on free speech grounds Vermont’s Prescription Confidentiality law, which provided that health insurance companies and pharmacies could not, without doctors’ consent, sell information to pharmaceutical companies about what drugs their patients were using and what illnesses they were facing. The majority ruled that this confidentiality protection violates the First Amendment rights of corporations involved in the buying and selling of patient information. Justice Breyer observed that the Court was using the First Amendment in the same way that the Lochner Court used Due Process: to strike down ordinary laws regulating economic life and business, shifting the locus of real power from the legislative branch to the judiciary. Justice Breyer, who has never been a Ralph Nader-style radical when it comes to consumer rights, admonished the Court for opening up a ‘Pandora’s Box’: Given the sheer quantity of regulatory initiatives that touch upon commercial messages, the Court’s vision of its reviewing task threatens to return us to a happily bygone era when judges scrutinized legislation for its interference with economic liberty. History shows that the power was much abused and resulted in the constitutionalization of economic theories preferred by individual jurists. — See Lochner v. New York , 198 U.S. 45, 75-76 (1905) (Holmes, J., dissenting). The health care case threatens a full-blown revival of Lochner under the guise of the Court preventing some vaguely identified “overreach” by Congress under the Commerce Clause. This rhetoric is phony-baloney because the idea that government never forces anyone to do anything is laughable, as anyone who recalls the existence of military conscription, compulsory public education, and forced deduction of Social Security taxes might realize. It does not improve the new right-wing argument to say that the (Republican) individual insurance mandate is unprecedented or a radical break from prior tradition because it “forces people to buy something or to enter into a contract.” That, too, is a familiar design for government laws, as you will know if you are forced to buy auto insurance in order to drive. Indeed, most of the landmark Commerce Clause decisions that establish the lawfulness of Obamacare involved people being forced to enter into contracts they would have preferred not to enter. In NLRB v. Jones & Laughlin Steel Corp. (1937), the Court upheld Congress’ power to pass the National Labor Relations Act, which forbade the dismissal of employees for organizing unions and forced business employers to rehire (and repay) workers who had been unlawfully fired for that reason. What is that if not forcing someone into a contract? In Wickard v. Filburn (1942), the Court affirmed a $117 penalty imposed on an Ohio dairy farmer who harvested 16 bushels of wheat more than he was allowed to under a wheat harvesting quota set by the Agriculture Secretary under the Agricultural Adjustment Act of 1938. Filburn the farmer made an especially compelling case (and a far more sympathetic plaintiff than the politically driven AGs bringing the Obamacare suit), since the wheat he harvested went not to market but to feed his livestock and family and to create seed for planting. Yet Justice Jackson wrote for a unanimous Court that it was perfectly reasonable and valid under the Act to seek to increase the price of wheat by limiting the volume produced. Home-consumed wheat, he wrote, “would have a substantial influence on price and market conditions.” Even if the farmer’s wheat never goes to market, Justice Jackson wrote, “it supplies a need of the man who grew it which would otherwise be reflected by purchases in the open market.” In this sense, home-grown wheat “competes with wheat in commerce” by keeping people who would otherwise be consumers from purchasing wheat on the open market. That is, Congress essentially wanted to force people in Filburn’s situation to go out and buy wheat. Furthermore, even if Filburn’s individual “contribution to the demand for wheat may be trivial by itself,” the key point from the Commerce Clause perspective is that “taken together with that of many others similarly situated,” his contribution to demand “is far from trivial.” This kind of analysis is what has given rise to the “aggregation” approach to analyzing the substantiality of effects on interstate commerce; what matters is not the economic effect on interstate commerce of a single actor who wants to opt out of a national regulatory scheme but the “aggregate” effect of all persons or businesses similarly situated. In the case of health insurance and uncompensated care, that aggregate effect is many billions of dollars a year. Take the final example of the public accommodations provisions of the Civil Rights Act of 1964, which the Supreme Court upheld under the Commerce Clause in Heart of Atlanta Motel v. U.S. (1964). The Act compelled white restaurant, lunch counter and hotel and motel owners to serve and do business with African Americans and other racial minorities over their diehard opposition. In other words it forced people into business contracts. Similarly, Title VII of the Civil Rights Act forbids race and sex discrimination in hiring, thus forcing racist and sexist employers to hire people they would prefer not to. Every case is different, and what lawyers get paid to do is distinguish this situation from that. But what has really changed today is the political culture of conservatism, which is so shameless that it can invent a health care policy — the individual insurance mandate — and promote it widely as the alternative to the clearly superior single-payer plan that prevails in most of the world, and then come back later and declare that the whole idea is really unconstitutional the minute it is adopted by a political opponent seeking a compromise with conservatives. But, since everyone concedes that it relates to interstate commerce, if it is going to be struck down, the individual insurance mandate will have to be declared unconstitutional because government cannot go “so far.” Yet, if government cannot go so far at the national level because it violates individual rights, surely it cannot go so far in Massachusetts, either. Does this mean that Romneycare in Massachusetts is unconstitutional, too? Will the Republican standard-bearer in 2012 have to run against the constitutionality of his own plan?

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Beverly Macy: How Social Media Helps the 401(k) Investor

April 2, 2012

How many of you did not look at your first quarter 401(k) statement on March 31? Even though the stock market is rising, most Gen Xers and many Baby Boomers with a 401(k) are still feeling the pinch from the financial free fall that began in 2008. And most everyone with a 401(k) is scratching their heads trying to figure out the ‘undisclosed fees’ associated with their dwindling accounts. In the past, you’d sit at your desk, statement in hand, and wonder alone. No more. Social media has changed nearly everything we do and 401(k) questions are no exception. These days, when something doesn’t seem right, savvy investors take to Twitter, Facebook, and blogs to discuss and get answers. Never mind that financial advisors have their hands tied when it comes to using social media… these socially connected consumers are all over it. In late 2011 The Spectrem Group released a study entitled “Use of Social Media by 401(k) Plan Participants” that showed that more than a quarter of plan participants today rely more on social media for communication than on traditional channels such as the telephone. Beginning next quarter, 401(k) participants will receive quarterly statements showing the dollar amount of fees and expenses deducted from their account and a description of what each charge is for. These fee disclosures are required by new Department of Labor rules and could provide shocking new information to 401(k) participants. Just wait until grandma finds out! Did you know that a recent AARP survey found that 71 percent of 401(k) participants think they don’t pay any 401(k) fees at all? So while Facebook, Twitter and LinkedIn are historically a tool of younger investors, older investors are beginning to use these mediums as communication tools as well. And they are a loud bunch. Many investors who receive the new 401(k) fee disclosures will have questions about what they are paying for managed accounts (in real dollars) outside company retirement plans. Smart portfolio firms are getting ahead of the curve. Mark Cortazzo, founder of Flat Fee Portfolios , and named to Barron’s listing of “America’s Top Financial Advisors” again in 2012 says, “The middle-income investor may be surprised about what he or she is paying for asset management. Investors with accounts under $500,000 could be paying 50-100% higher advisory fees than accounts over $2M.” By the time the underlying fund expenses are factored in, investors could be paying close to 4%. That’s why his firm provides institutional-quality asset management at a low, fixed rate. Something fully transparent that the investor can easily understand. So get ready, financial advisors. That big OUCH! you’ll be feeling is the wrath of Grandma taking to her Facebook page and the GenXer posting on Twitter about how much of their nest egg has been eaten up by 401(k) fees. Once again, social media will help save the day. Beverly Macy is the CEO of Gravity Summit and the co-author of The Power of Real-Time Social Media Marketing . She also teaches Executive Global Marketing and Branding and Social Media Marketing for the UCLA Extension. Email her at beverlymacy@gmail.com.

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Mary Ellen Biery: The Hottest Industries To Start A Business In

April 2, 2012

Last year, three out of every 1,000 American adults chose to start their own businesses, according to a study out this month by the Kauffman Foundation. And while that’s slightly below the entrepreneurship rate of 2010, it’s still among the highest levels of entrepreneurship over the past 16 years — a byproduct of the Great Recession’s high unemployment rates, according to the foundation. There are, of course, many considerations to starting your own business. But if you’ve been wondering what fields might be fertile for a new business, a good place to start is the Bureau of Labor Statistics’ new employment projections for 2010 to 2020. Sageworks examined several businesses that entrepreneurs might consider as they look to tap into the trends cited in the government’s employment outlook. Based on a financial analysis of privately held companies’ results in 2010 and 2011, we’ve generated some key operating metrics that may be helpful in evaluating and planning your options. These metrics show some of the routine costs associated with running that type of business. Cost of sales, which covers the direct costs involved in producing a product or delivering a service, could include auto parts for a mechanic’s shop, for example. Overhead, or operating expenses, typically includes things like office-employee salaries, rent and advertising. Average annual revenues for the businesses were derived from the 2007 Census data on taxable establishments. We used taxable entities because Sageworks’ metrics are based on financial statements for for-profit companies. A day care center, an assisted living center or a consulting firm might be options, considering the BLS expects that the health care and social assistance sector, as well as the professional and business services sector, will generate nearly half of the job growth in the current decade. That’s not too surprising, said Libby Bierman, an analyst with Sageworks, a financial information company. “The aging population and growing technological efficiencies will keep demand for these industries fairly strong,” she said. For example, the growing pool of elderly seeking to maintain some level of independence is expected to help make nursing and residential care facilities one of the biggest job boosters, with annual employment growth of 2.4 percent. And the management, scientific and technical consulting services industry should add 575,600 jobs, or 4.7 percent growth annually, as businesses increasingly use consultants to keep up with the latest technologies, government regulations, and management and production techniques, the BLS says. If you’re thinking of hanging out your own shingle, other industries expected to see stronger employment: computer systems design, automotive repair and maintenance, and various non-physician health fields, including massage therapy and chiropractic care. As shown in the chart below, many of these growing industries are labor-intensive. “Personnel play a large role in operations and in the value they deliver to clients,” Bierman said. “That is why these industries–especially day care centers, assisted living residences, and consulting firms–have relatively high payroll costs and overhead expenses more generally.” Day care centers and assisted living residencies must closely watch the number of workers they have relative to clients, often because of various laws or regulatory oversight. “Keeping that ratio high is a also selling point, which makes adding workers a good investment,” Bierman said. “Given the variability in rent or mortgages, a company’s working space and its maintenance can hugely impact the company’s profitability,” Bierman said. Rent expense is more critical for some industries than others, she noted. “Businesses that typically pay out a lot in rent, like day care centers that need playground areas, may try to buy a space while real estate is less expensive or may begin the operation out of a residence,” Bierman said. Other start-ups, like a massage therapist or a management consultant, may be able to set up and maintain their business in a smaller space, allowing more of the revenues to fall to the bottom line sooner.

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Daniel Burrus: A Lesson From Google: Why Innovation Is the Key to Your Company’s Future

April 2, 2012

I’ve always said that innovation is a key driver of business success . We saw this in action with Google. Back when Google was a startup, they focused heavily on innovation in search. As a result, they created a major source of income and a name for themselves as the dominant search engine. Google was able to accomplish this in a relatively short amount of time because they kept the pipeline of innovation going and encouraged their engineers to spend 20 percent of their time coming up with new ideas. As a result, they gave us Gmail, Google Maps, Chrome, and a host of other advances. One of the hard trends happening right now is that the main computer people use is shifting from a laptop/desktop to a smart phone and tablet . This shift started two years ago and was fully predictable. Just look back over my previous blogs and you’ll see I was talking about this shift long before it happened. When the trend started to emerge, what did Google do? They saw the iPhone and its success and they introduced the Android. It was a bit more copying than innovating, but they did still innovate (albeit just a little bit). Where Google dropped the innovation ball was with social media. They saw Facebook grow incredibly, so they introduced Google+. Was much innovation involved? Not really. It’s definitely more copying than anything else. They simply made their own version of Facebook. No wonder Google+ is having a hard time taking off. Here’s the problem: When you focus on your competition and copy them, you end up competing with them. However, when you focus on innovation, you become the competition and others try to copy you. That’s a huge difference. Realize that no matter how hard you try to copy someone, you can never catch up because the leader is innovating. In fact, the only way to really catch up is to jump ahead. Unfortunately, Google became so focused on social media that they lost their original spirit of true innovation. I even heard that the engineers who spent 20 percent of their time on innovation were told to focus that time on innovation within the realm of social. That, of course, dilutes the innovation engine. Moving forward, I’d like to see all companies, not just Google, get back on the innovation bandwagon. For any company to thrive in the future, innovation, not copying, is the key. Remember that we’re in a world of exponential transformational change. With bandwidth, processing power, and storage accelerating so rapidly, it’s truly a time for every company to innovate at new levels. Technology has leveled the playing field, and the game is changing.  It’s time to stop playing the old game and start defining the new one. Article first published as  A Lesson From Google  on Technorati.

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Greg Voakes: Capitalizing on the Internet: From Meme to Marketplace

April 2, 2012

Sometimes described as an “internet phenomenon,” memes have been a staple to setting the standards in popular culture. Memes have been with us long before the internet became another key ingredient in today’s society. Often designed for spreading original jokes with friends and having them gain momentum, memes are now the ultra popular bits of content that provide us with the occasional stifled laugh from our cubicle. Memes in nature are a statement in everything and anything in regards to our struggles with modern life, also known as “first world problems,” our unsavory lifestyle choices represented through “advice animals.” As with most sweepingly successful online trends, the unknown sources that these silly creations originate from set a business plan in action for part-time entrepreneurs to capitalize on. Ben Huh for example, capitalized off of the success of Christopher Poole’s image board 4chan — a user-generated content site that hosted original pictures, drawings and illustrations, ranging from the good, the bad and the ugly. Startup veteran Ben Huh created microsites based around 4chan’s most popular trend — LOLCats , and ran with the idea. Currently the Cheezburger network boasts over 50 humor blogs, including an online store they’ve dubbed “LOLMart” which sells meme related clothing and accessories. Other startups like CatchKuma are also taking advantage of the marketability of modern meme’s by turning the web’s most lovable bear and his friend Longcat into novelty clothing and “key charms.” Images courtesy of CatchKuma.com. You can find the featured key charms here .

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Michael T. Klare: A New Energy Third World in North America?

April 2, 2012

How the Big Energy Companies Plan to Turn the United States into a Third-World Petro-State Cross-posted with TomDispatch.com The “curse” of oil wealth is a well-known phenomenon in Third World petro-states where millions of lives are wasted in poverty and the environment is ravaged, while tiny elites rake in the energy dollars and corruption rules the land.  Recently, North America has been repeatedly hailed as the planet’s twenty-first-century “new Saudi Arabia” for “tough energy” — deep-sea oil , Canadian tar sands , and fracked oil and natural gas.  But here’s a question no one considers: Will the oil curse become as familiar on this continent in the wake of a new American energy rush as it is in Africa and elsewhere?  Will North America, that is, become not just the next boom continent for energy bonanzas, but a new energy Third World? Once upon a time, the giant U.S. oil companies — Chevron, Exxon, Mobil, and Texaco — got their start in North America, launching an oil boom that lasted a century and made the U.S. the planet’s dominant energy producer.  But most of those companies have long since turned elsewhere for new sources of oil. Eager to escape ever-stronger environmental restrictions and dying oil fields at home, the energy giants were naturally drawn to the economically and environmentally wide-open producing areas of the Middle East, Africa, and Latin America — the Third World — where oil deposits were plentiful, governments compliant, and environmental regulations few or nonexistent. Here, then, is the energy surprise of the twenty-first century: with operating conditions growing increasingly difficult in the global South, the major firms are now flocking back to North America. To exploit previously neglected reserves on this continent, however, Big Oil will have to overcome a host of regulatory and environmental obstacles.  It will, in other words, have to use its version of deep-pocket persuasion to convert the United States into the functional equivalent of a Third World petro-state. Knowledgeable observers are already noting the first telltale signs of the oil industry’s “Third-Worldification” of the United States.  Wilderness areas from which the oil companies were once barred are being opened to energy exploitation and other restraints on invasive drilling operations are being dismantled.  Expectations are that, in the wake of the 2012 election season, environmental regulations will be rolled back even further and other protected areas made available for development.  In the process, as has so often been the case with Third World petro-states, the rights and wellbeing of local citizens will be trampled underfoot. Welcome to the Third World of Energy Up until 1950, the United States was the world’s leading oil producer, the Saudi Arabia of its day. In that year, the U.S. produced approximately 270 million metric tons of oil, or about 55 percent of the world’s entire output. But with a postwar recovery then in full swing, the world needed a lot more energy while America’s most accessible oil fields — though still capable of growth — were approaching their maximum sustainable production levels.  Net U.S. crude oil output reached a peak of about 9.2 million barrels per day in 1970 and then went into decline (until very recently). This prompted the giant oil firms, which had already developed significant footholds in Indonesia, Iran, Saudi Arabia, and Venezuela, to scour the global South in search of new reserves to exploit — a saga told with great gusto in Daniel Yergin’s epic history of the oil industry, The Prize . Particular attention was devoted to the Persian Gulf region, where in 1948 a consortium of American companies — Chevron, Exxon, Mobil, and Texaco — discovered the world’s largest oil field, Ghawar, in Saudi Arabia.  By 1975, Third World countries were producing 58 percent of the world’s oil supply, while the U.S. share had dropped to 18 percent. Environmental concerns also drove this search for new reserves in the global South. On January 28, 1969, a blowout at Platform A of a Union Oil Company offshore field in California’s Santa Barbara Channel produced a massive oil leak that covered much of the area and laid waste to local wildlife. Coming at a time of growing environmental consciousness, the spill provoked an outpouring of public outrage, helping to inspire the establishment of Earth Day, first observed one year later. Equally important, it helped spur passage of various legislative restraints on drilling activities, including the National Environmental Policy Act of 1970, the Clean Water Act of 1972, and the Safe Drinking Water Act of 1974. In addition, Congress banned new drilling in waters off the Atlantic and Pacific coasts and in the eastern Gulf of Mexico near Florida. During these years, Washington also expanded areas designated as wilderness or wildlife preserves, protecting them from resource extraction. In 1952, for example, President Eisenhower established the Arctic National Wildlife Range and, in 1980, this remote area of northeastern Alaska was redesignated by Congress as the Arctic National Wildlife Refuge (ANWR). Ever since the discovery of oil in the adjacent Prudhoe Bay area, energy firms have been clamoring for the right to drill in ANWR, only to be blocked by one or another president or house of Congress. For the most part, production in Third World countries posed no such complications. The Nigerian government, for example, has long welcomed foreign investment in its onshore and offshore oil fields, while showing little concern over the despoliation of its southern coastline, where oil company operations have produced a massive environmental disaster. As Adam Nossiter of the New York Times described the resulting situation, “The Niger Delta, where the [petroleum] wealth underground is out of all proportion with the poverty on the surface, has endured the equivalent of the Exxon Valdez spill every year for 50 years by some estimates.” As vividly laid out by Peter Maass in Crude World , a similar pattern is evident in many other Third World petro-states where anything goes as compliant government officials — often the recipients of hefty bribes or other oil-company favors — regularly look the other way. The companies, in turn, don’t trouble themselves over the human rights abuses perpetrated by their foreign government “partners” — many of them dictators, warlords, or feudal potentates. But times change.  The Third World increasingly isn’t what it used to be.  Many countries in the global South are becoming more protective of their environments, ever more inclined to take ever larger cuts of the oil wealth of their own countries, and ever more inclined to punish foreign companies that abuse their laws. In February 2011, for example, a judge in the Ecuadorean Amazon town of Lago Agrio ordered Chevron to pay $9 billion in damages for environmental harm caused to the region in the 1970s by Texaco (which the company later acquired).  Although the Ecuadorians are unlikely to collect a single dollar from Chevron, the case is indicative of the tougher regulatory climate now facing these companies in the developing world.  More recently, in a case resulting from an oil spill at an offshore field, a judge in Brazil has seized the passports of 17 employees of Chevron and U.S. drilling-rig operator Transocean, preventing them from leaving the country. In addition, production is on the decline in some developing countries like Indonesia and Gabon, while others have nationalized their oil fields or narrowed the space in which private international firms can operate. During Hugo Chávez’s presidency, for example, Venezuela has forced all foreign firms to award a majority stake in their operations to the state oil company, Petróleos de Venezuela S.A.   Similarly, the Brazilian government, under former President Luiz Inácio Lula da Silva, instituted a rule that all drilling operations in the new “pre-salt” fields in the Atlantic Ocean — widely believed to be the biggest oil discovery of the twenty-first century — be managed by the state-controlled firm, Petróleo de Brasil (Petrobras). Fracking Our Way to a Toxic Planet Such pressures in the Third World have forced the major U.S. and European firms — BP, Chevron, ConocoPhillips, ExxonMobil, Royal Dutch Shell, and Total of France — to look elsewhere for new sources of oil and natural gas.  Unfortunately for them, there aren’t many places left in the world that possess promising hydrocarbon reserves and also welcome investment by private energy giants. That’s why some of the most attractive new energy markets now lie in Canada and the United States, or in the waters off their shores.  As a result, both are experiencing a remarkable uptick in fresh investment from the major international firms. Both countries still possess substantial oil and gas deposits, but not of the “easy” variety (deposits close to the surface, close to shore, or easily accessible for extraction).  All that remains are “tough” energy reserves (deep underground, far offshore, hard to extract and process). To exploit these, the energy companies must deploy aggressive technologies likely to cause extensive damage to the environment and in many cases human health as well.  They must also find ways to gain government approval to enter environmentally protected areas now off limits. The formula for making Canada and the U.S. the “Saudi Arabia” of the twenty-first century is grim but relatively simple: environmental protections will have to be eviscerated and those who stand in the way of intensified drilling, from landowners to local environmental protection groups, bulldozed out of the way.  Put another way, North America will have to be Third-Worldified. Consider the extraction of shale oil and gas, widely considered the most crucial aspect of Big Oil’s current push back into the North American market. Shale formations in Canada and the U.S. are believed to house massive quantities of oil and natural gas, and their accelerated extraction is already helping reduce the region’s reliance on imported petroleum. Both energy sources, however, can only be extracted through a process known as hydraulic fracturing (“hydro-fracking,” or just plain “fracking”) that uses powerful jets of water in massive quantities to shatter underground shale formations, creating fissures through which the hydrocarbons can escape. In addition, to widen these fissures and ease the escape of the oil and gas they hold, the fracking water has to be mixed with a variety of often poisonous solvents and acids. This technique produces massive quantities of toxic wastewater , which can neither be returned to the environment without endangering drinking water supplies nor easily stored and decontaminated. The rapid expansion of hydro-fracking would be problematic under the best of circumstances, which these aren’t.  Many of the richest sources of shale oil and gas, for instance, are located in populated areas of Texas, Arkansas, Ohio, Pennsylvania, and New York. In fact, one of the most promising sites, the Marcellus formation, abuts New York City’s upstate watershed area.  Under such circumstances, concern over the safety of drinking water should be paramount, and federal legislation, especially the Safe Drinking Water Act of 1974, should theoretically give the Environmental Protection Agency (EPA) the power to oversee (and potentially ban) any procedures that endanger water supplies. However, oil companies seeking to increase profits by maximizing the utilization of hydro-fracking banded together, put pressure on Congress, and managed to get itself exempted from the 1974 law’s provisions. In 2005, under heavy lobbying from then Vice President Dick Cheney — formerly the CEO of oil services contractor Halliburton — Congress passed the Energy Policy Act, which prohibited the EPA from regulating hydro-fracking via the Safe Drinking Water Act, thereby eliminating a significant impediment to wider use of the technique. Third Worldification Since then, there has been a virtual stampede to the shale regions by the major oil companies, which have in many cases devoured smaller firms that pioneered the development of hydro-fracking. (In 2009, for example, ExxonMobil paid $31 billion to acquire XTO Energy, one of the leading producers of shale gas.)   As the extraction of shale oil and gas has accelerated, the industry has faced other problems. To successfully exploit promising shale formations, for instance, energy firms must insert many wells, since each fracking operation can only extend several hundred feet in any direction, requiring the establishment of noisy, polluting , and potentially hazardous drilling operations in well-populated rural and suburban areas. While drilling has been welcomed by some of these communities as a source of added income, many have vigorously opposed the invasion, seeing it as an assault on neighborhood peace, health, and safety. In an effort to protect their quality of life, some Pennsylvania communities, for example, have adopted zoning laws that ban fracking in their midst. Viewing this as yet another intolerable obstacle, the industry has put intense pressure on friendly members of the state legislature to adopt a law depriving most local jurisdictions of the right to exclude fracking operations. “We have been sold out to the gas industry, plain and simple,” said Todd Miller, a town commissioner in South Fayette Township who opposed the legislation. If the energy industry has its way in North America, there will be many more Todd Millers complaining about the way their lives and worlds have been “sold out” to the energy barons.  Similar battles are already being fought elsewhere in North America, as energy firms seek to overcome resistance to expanded drilling in areas once protected from such activity. In Alaska, for example, the industry is fighting in the courts and in Congress to allow drilling in coastal areas, despite opposition from Native American communities which worry that vulnerable marine animals and their traditional way of life will be put at risk. This summer, Royal Dutch Shell is expected to begin test drilling in the Chukchi Sea, an area important to several such communities. And this is just the beginning. To gain access to additional stores of oil and gas, the industry is seeking to eliminate virtually all environmental restraints imposed since the 1960s and open vast tracts of coastal and wilderness areas, including ANWR, to intensive drilling. It also seeks the construction of the much disputed Keystone XL pipeline, which is to transport synthetic crude oil made from Canadian tar sands — a particularly “dirty” and environmentally devastating form of energy which has attracted substantial U.S. investment — to Texas and Louisiana for further processing. According to Jack Gerard, president of the American Petroleum Institute (API), the preferred U.S. energy strategy “would include greater access to areas that are currently off limits, a regulatory and permitting process that supported reasonable timelines for development, and immediate approval of the Keystone XL pipeline.” To achieve these objectives, the API, which claims to represent more than 490 oil and natural gas companies, has launched a multimillion-dollar campaign to sway the 2012 elections, dubbed “Vote 4 Energy.” While describing itself as nonpartisan, the API-financed campaign seeks to discredit and marginalize any candidate, including President Obama, who opposes even the mildest of version of its drill-anywhere agenda. “There [are] two paths that we can take” on energy policy, the Vote 4 Energy Web site proclaims. “One path leads to more jobs, higher government revenues and greater U.S. energy security — which can be achieved by increasing oil and natural gas development right here at home. The other path would put jobs, revenues and our energy security at risk.” This message will be broadcast with increasing frequency as Election Day nears. According to the energy industry, we are at a fork in the road and can either chose a path leading to greater energy independence or to ever more perilous energy insecurity. But there is another way to characterize that “choice”: on one path, the United States will increasingly come to resemble a Third World petro-state, with compliant government leaders, an increasingly money-ridden and corrupt political system, and negligible environmental and health safeguards; on the other, which would also involve far greater investment in the development of renewable alternative energies, it would remain a First World nation with strong health and environmental regulations and robust democratic institutions. How we characterize our energy predicament in the coming decades and what path we ultimately select will in large measure determine the fate of this nation. Michael T. Klare is a professor of peace and world security studies at Hampshire College, a TomDispatch regular , and the author of The Race for What’s Left: The Global Scramble for the World’s Last Resources just published by Metropolitan Books.  To listen to Timothy MacBain’s Tomcast audio interview in which Klare discusses his new book and what it means to rely on extreme energy, click  here , or download it to your iPod  here .  Klare can be followed on Facebook . Follow TomDispatch on Twitter @TomDispatch and join us on Facebook. To stay on top of important articles like these, sign up to receive the latest updates from TomDispatch.com here .

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Dennis Santiago: Bank Closure in Dearborn: A Sad Ending for Fidelity’s Long Struggle

March 31, 2012

Dearborn, Mich. — The FDIC closed Fidelity Bank today following almost two years of being undercapitalized as the result of a collapsing market in mortgages and commercial real estate. It’s parent holding company Dearborn Bancorp, Inc. had been struggling with capital woes since March of 2010. It had failed to satisfy bank regulators with its recapitalization plan and troubles with the Securities and Exchange Commission in the summer of 2011 resulting in the parent company being de-listed from NASDAQ last November. Driven into OTC Pink Sheet dungeon, the company had not been able to attract capital. It is a particularly sad story because operationally Fidelity had done much to improve operations. According to the IRA Bank Monitor, it had returned to modest quarter by quarter profitability by March 2011. The institution’s Bank Stress Index (BSI) rating, a measure of forward looking stresses for operating the business, had recovered from an F back into the A/B range. Fidelity’s Counter Party Quality Score (CQS), a measure of the ability to meet current business obligations had also risen from the 4 range where banks are normally closed by the FDIC back up to a 7, just one notch below the highest rating. Alas, even as management struggled to rebuild the bank, confidence in the bank continue to drain shrinking the bank by over $100 million dollars on both the assets and deposit sides of the books. As the good money abandoned it, the troubled assets that remained began to play a larger and larger role in the ratios that spoke ill of Fidelity’s balance sheet condition. It’s Texas Ratio, a measure of how much strength the bank had to absorb losses, degraded materially even though the size of the troubled book itself was in fact diminishing. The straw that broke the CAMEL’S back — that’s a pun referring to the examination regimen used by regulators — looks to be a new round of upturns in 30-89 day delinquent assets the emerged beginning in the fourth quarter of 2011. The fatal combination of being on the outs with Wall Street and the atrophy of the size of the business proved insurmountable and culminated in today’s failure. The numerical tale of the tape can be seen here: http://us1.irabankratings.com/pub/failedbank.asp?cert=33883 . I’m spending more time on the narrative this week because this is in fact one of the very unusual cases in the history of these bank failures since 2008. The numbers speak of very hard work by this bank to try to survive and I believe that there are times it is important to write an epitaph to honor what was tried and lost. The remains of Fidelity will re-open on Monday as part of The Huntington National Bank. It’s likely one of the better bargains that’s come on the market this year.

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Dave Johnson: Apple/Foxconn Promises — We’ll See

March 31, 2012

The “independent” audit of working conditions at Apple’s Chinese manufacturing supply chain is out, and it is not good. Workers are being exploited in ways that violate human rights standards and laws, and letting them get away with this is costing us our own jobs. Apple’s suppliers promise to improve conditions, make workplaces safer, stop forcing such long hours and lift wages. Foxconn even says they’ll start obeying Chinese law — but not until next year! If this really does happen can China keep its competitive advantage? “Free Trade” By opening up so-called “free trade” we made democracy a competitive disadvantage. We just let in goods made in places where people have no say, and as a result there is no environmental protection, little worker protection, terrible working conditions, very low wages and terrible exploitation of people. So of course that undercuts goods made where people have a say, and therefore demand better. We made “We, the People” having a say (democracy) into a competitive disadvantage! Because we make this mistake we lost millions of jobs, tens of thousands of factories and entire industries. We devastated out not just towns and cities, but entire regions. (See Free Trade Or Democracy, Can’t Have Both .) Free People Won’t Tolerate That A recent groundbreaking New York Times story by Charles Duhigg and Keith Bradsher, “How the U.S. Lost Out on iPhone Work” , exposed how workers are treated by Apple’s suppliers. Summary: Steve Jobs told President Obama, “Those jobs aren’t coming back,” because factories in China have people living in crowded dorm rooms where they can be rousted in the middle of the night and made to work 12-14 hour shifts, seven days a week, standing the whole time, for very little pay, using toxic chemicals and all kinds of other violations of human rights. Corporations can’t get “performance” and “efficiency” and “productivity” — profits — like that out of free people who have a say, so they move their operations over there and lay off workers and close factories over here. (Important note: it’s not just Apple, Apple is the biggest so the company name is really shorthand for the real culprits: namely, all of them .) The FLA Report This New York Times story had quite an impact. Apple was worried that people’s knowledge of their exploitation of workers in China might affect profits. So Apple responded by hiring the Fair Labor Association (FLA), a “labor monitoring group” that has no actual organized labor organization participation, to conduct an audit of working conditions at Apple’s Chinese suppliers. The report found numerous violations of labor standards and even Chinese law. For example, the report found “numerous instances where Foxconn defied industry codes of conduct by having employees work more than 60 hours a week, and sometimes more than 11 days in a row.” In addition, the report “also found that 43 percent of workers had experienced or witnessed accidents, and almost two-thirds said their compensation “does not meet their basic needs.” TPM: Apple Supplier Foxconn Violated Workers Rights, Audit Finds , The 60-plus hour work week found at the factories is above both China’s official legal maximum, 49 hours, and the maximum standard allowable by the Fair Labor Association (FLA), the organization that Apple paid to conduct what it said would be an independent audit. …The FLA inspection also revealed that “more than 43 percent of the workers report that they have experienced or witnessed an accident,” and “a considerable number of workers felt generally insecure regarding their health and safety,” especially pertaining to aluminum dust, which caused an explosion at a factory in the city of Chengdu in 2011 that killed four workers and injured 77, as the New York Times reported. Apple’s Own Published Standards Violated Chinese Law! Chinese law limits weekly work time to 49 hours but “industry code” and Apple’s standards limits weekly hours to 60 . That Apple’s (and other companies) own published standards violate even Chinese law demonstrates they were aware they were ignoring the law and using what they could get out of the workers. It demonstrates that these companies are knowingly engaged in illegal exploitation of workers, for profit. It also demonstrates that the Chinese government has been ignoring its own laws. HuffPost: Foxconn Apple Factories Violated Chinese Labor Laws, According To Fair Labor Association The Washington-based Fair Labor Association says Hon Hai Precision Industry Co., the Taiwanese company that runs the factories, is committing to reducing weekly work time to the legal Chinese maximum of 49 hours. That limit is routinely ignored in factories throughout China. Auret van Heerden, the CEO of the FLA, said Hon Hai is the first company to commit to following the legal standard. Apple’s and FLA’s own guidelines call for work weeks of 60 hours or less. Promises In a PR attempt to soften the impact of the FLA report, Apple’s suppliers made promises to improve. New York Times , “Electronic Giant Vowing Reforms in China Plants” , Responding to a critical investigation of its factories, the manufacturing giant Foxconn has pledged to sharply curtail working hours and significantly increase wages inside Chinese plants making electronic products for Apple and others. The move could improve working conditions across China. And, get this, they promise to start obeying the law — by July of next year , Foxconn’s promises include a commitment that by July of next year, no worker will labor for more than 49 hours per week — the limit set by Chinese law. The Washington Post : “Pledge by Apple’s iPhone manufacturer in China could set off new round of wage hikes” , Foxconn, owned by Taiwan’s Hon Hai Precision Industry Co., promised to limit hours while keeping total pay the same, effectively paying more per hour. Foxconn is one of China’s biggest employers, with 1.2 million workers who also assemble products for Microsoft Corp. and Hewlett-Packard Co. From the HuffPost story , The report will include new promises by Apple that stand to be just as empty as the ones made over the past five years,” said SumOfUS.org, a coalition of trade unions and consumer groups, ahead of the release of the report. And from the TPM story , “For months now, SumOfUs.org members have been calling on Apple to clean up the working conditions in its supply chain in time to produce the next iPhone be the first ethical iPhone,” the spokesperson told TPM, “That hasn’t changed at all. Our campaign is going to continue until real workers see real improvements — and so far Apple has been all talk and no action.” We’ll See This is one of those “believe it when we see it” situations. Phrases like “lip service” come to mind. We’ll see. Apple’s supplier promises to start obeying the law — by July of next year! Wow. But here is a question: Where is our government on this? American companies are breaking laws overseas, exploiting workers and violating human rights standards. They are hoarding the resulting cash offshore to avoid paying their taxes, when we have a national deficit. These actions by these companies are wiping out our jobs and communities. Where is our government on this? Click here to see the Fair Labor Association report . This post originally appeared at Campaign for America’s Future (CAF) at their Blog for OurFuture . I am a Fellow with CAF. Sign up here for the CAF daily summary .

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Bernie Bulkin: About Leadership: Pressure and Its Consequences

March 30, 2012

When I became Chairman of AEA Technology, we were probably less than three months away from losing the Company. Debt was moving beyond our limits with the bank, we had issued two profit warnings in the space of three weeks, we were overstaffed, the person who was Chairman and CEO had left and the two posts split, and all of this left our employees with a lot of uncertainty about their futures. This in a business that was all about selling the skills of our employees to solve difficult problems for others. In this situation, what was the first thing that I said to the new CEO and the Finance Director? It was this: Yes we are in trouble, yes we have to take some radical actions to get out of trouble, but no matter what, no matter how difficult things become, you are never to act in any way that is unethical. We don’t cheat; we don’t lie to each other, to the board, to our investors. Indeed, because we are in trouble we are as strict on our ethical behavior as possible. As a company, and for the three of us as individuals, never try to push the boundaries of what is ethical. If you are a leader, you will know that you have to put people under pressure, sometimes under extreme pressure, to perform. We achieve great things because of that pressure, because we don’t approach our jobs casually but with great intensity. But we need to be alert to the possibility that the pressure will cause people to do things that they know are wrong, just because it is the only way they can see to satisfy the boss. Some years ago, when I headed the Products Division in BP Oil, we were developing a new lubricant product, a project that was high profile and late. It was late because any new lubricant, before it goes to market, must pass a large number of tests, and these are difficult when the product is meeting the highest standards with some new attributes. We had failed a few of these tests first time through. My colleague Tony Roxburgh, as Director of Marketing, knew the sort of pressure the team was under, and he himself was under pressure from our business units to get the product out. In this situation, he had the courage and insight to ask me to form a small independent group to review all the test results, and only when that group was satisfied would he release the product for sale. Because while getting the product to market was a big deal for the team and for him, he realized that there was a bigger deal at stake, the reputation of the Company for integrity in its offer. While leaders have a right, even an obligation, to exert pressure to perform, they have to think about the consequences of that pressure for the people involved. One of those consequences is the possibility that people will do something that they themselves know is not right, because we have left them no way out. Checks on this happening are, in effect, providing them with a way out, and clear thinking leadership will see that such checks are in place. There is another consequence of pressure that requires alertness and sensitivity from leadership. The physical and mental health of the team members. Of course we should always be watching this, but when the team is under pressure, perhaps struggling to achieve objectives, I am especially looking for unexplained absences, explosions of temper, team members going off on their own away from colleagues, changes in dress or physical appearance, anything signalling a person not coping physically or mentally. It is useful for a team leader to know if any team members have a history of problems under pressure, but this is not usually something that is shared with the leader by HR or by individuals themselves. Remember also that problems at home can become aggravated in pressure situations at work. Putting pressure on the team is a tool for leaders to use in order to achieve extraordinary performance. We learn that setting expectations beyond what people believe is possible can lead to great achievements. None of what I have said by way of caution is meant to deter you from using this tool but as with any tool it must be done with attention to safety. About Leadership: About Leadership is a series of 52 columns on corporate leadership — essential skills, leading teams, managing your career, the strategic and business practices to make a company and its leader distinctive from competitors. These columns will be of interest to people leading small and medium sized companies today, many of whom have not had much formal training in management skills and techniques; for the many people in big companies who aspire to senior management; and for anyone who thinks: Give me a hint, how can I do this better?

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Jim Worth: Bringing the Money Back Home

March 30, 2012

The Repatriation Bill in Congress falls way short. Corporations have been crying for big tax breaks to bring their profits from other countries home. They are currently sitting on over two trillion dollars in domestic profits hoarded over the last few years. Senators’, Kay Hagan, of North Carolina and, John McCain, of Arizona have introduced a new bill , The Foreign Earnings Repatriation Act , to allow multi-national corporations to bring over a trillion dollars in foreign profit back to the United States at a favorable tax rate. Too favorable! The tax rate in the bill falls way short of what’s fair. Senator Hagan’s legislation calls for a repatriation rate of 8.75%. The rate in the last repatriation bill was 5%. A corporation’s 8.75% tax rate will be reduced to a paltry 5.75% if they create jobs here in the U.S. There is also a clause that imposes penalties on corporations for failure to maintain employment levels if they’ve repatriated profits and received the additional 3% tax break for job creation, something that was not considered in the American Jobs Creation Act of 2004 . Though better in many ways than the 2004 bill, the new, slightly higher rate at 8.75%, is laughable and grossly unfair to the American taxpayer. Even those in the lowest tax bracket pay as much or more Federal Income Tax as the Senators’ from North Carolina and Arizona are asking corporations to pay. By contrast, under the new law corporations that add jobs will be paying an effective tax rate of 5.75% on over a trillion dollars profit. Right-wing congressional members constantly bemoan U.S. corporations’ high marginal tax rate of 35%, proclaiming it is the second highest tax rate in the world and hurts American competitiveness globally. But that is political hyperbole — political bullshit. No corporation in America pays 35%, or even near that. In fact, corporations, with the help of a complicit and bought Congress, paid an average of 12.1% of their domestic profit in taxes for 2011 thanks to tax breaks and loopholes — far short of their patriotic share of the burden. Which brings us back to repatriating foreign profits. Despite the higher rate — 3.75% more than in 2004 — Senator Hagan’s bill lets corporations off the hook for their fair share of the tax burden. At 8.75% there is little incentive for corporations to create jobs. Even the 3% incentive is no ‘real’ incentive. If corporations returned all of the trillion dollars in foreign profits currently captured overseas at the top rate, the Foreign Earnings Reinvestment Act (S.1671) will net a mere $90 billion in tax receipts paid to the Federal Government. That would be reduced to less than $60 billion if all eligible multi-national corporations created jobs. We would, hopefully, offset the 33% revenue loss with the growth jobs would create for the economy. The $90 billion sounds like a lot until compared with the $350 billion the current law — at 35 percent — would generate. That would reduce the 2012 deficit by nearly one-third, and corporations would be doing their fair share of helping, not only the deficit, but the economy. But, corporations have indicated that they will not repatriate profits at that rate. Protesting the unfairness of a 35% tax rate to repatriate foreign profits is far more compelling and more justified than complaining about our domestic corporate tax rate. Thirty-five percent does seem punitive and that is a legitimate argument. Surely there is a more equitable level that would be acceptable to all parties; truly reduce the deficit, increase jobs in the United States, and allow U.S. corporations to remain globally competitive? In an article last July, “UnAmerican Activities: Repatriation 101,” I proposed a fair agreement that would give control to the government rather than to the corporations as the 2004 act did. In the proposal the government would collect and hold an initial 28% and return a substantial benefit — a tax credit — for job creation. In 2004 American corporations promised to create jobs in the U.S. if allowed to bring over $300 billion back at a 5% tax rate. Corporations proved to be untrustworthy, buying back shares, giving dividends to investors and bonuses to executives, while shedding thousands of jobs rather than creating them. As a result of their actions repatriation this time around becomes a matter of greed and honor, a struggle between trust and regulation. Corporations hide behind the veil of serving their investors and investors, historically, choose greed over country. They, as owners of corporations, advocate taking everything this country has to offer yet show a reluctance to give back. Congress’ ability to regulate then becomes the counterbalance to greed — the protection of ‘the people’ against corporatocracy. Any repatriation law must consider the empirical evidence when negotiating any agreement with corporations. Corporations, unlike people, have no moral compass. We are again at a juncture where government can do the right thing for the country and taxpayers — the opportunity to correct one of the big failures of the past. The Hagan/McCain legislation falls short of its potential and should be rejected and replaced by a fairer, more equitable bill that truly begins to rebalance this country. It’s important to let congressional members know, especially the 11 co-sponsors , that the Foreign Earnings Reinvestment Act is currently unacceptable. This indebted country cannot afford another gift to corporations at the expense of taxpayers. Taxpayers are tired of being constantly crushed by corporations and their congressional surrogates.

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Rana Florida: Your Start-Up Life: Help! I’m Drowning in Email

March 29, 2012

Thursdays at the Huffington Post, Rana Florida, CEO of The Creative Class Group , shares her conversations with successful entrepreneurs and thought leaders about how they manage their businesses, their relationships, their careers, and more. She also answers readers’ questions about how they can optimize their lives. Send your questions about work, life, or relationships to rana@creativeclass.com Dear Rana, I’m a VP of Marketing for a global retailer. My job is very stressful, and I travel endlessly. But the people who work for me are driving me crazy. I hired them to make my life easier but all they do is create more work by filling up my inbox with hundreds of emails daily. I can’t get to my real work: our clients, our board, the media, and partners when I am constantly catering to the unanswered needy replies of my core team. Please! What are some healthy tactics to reduce email stress? Natalie Columbus, Ohio Photo credit: Flickr user Da Reel P3 Dear Natalie, You are not alone! ABC News’s Ki Mae Heussner did a story on email overload not too long ago. “According to a recent survey by Harris Interactive,” she reported, “the magic number for many an employee is 50 a day. Once they head north of that number, most say they can’t keep up.” Perhaps checking hundreds of emails a day isn’t as stressful as being a social worker, an air traffic controller, or a pediatric surgeon, but the effects are still real. David Lavenda wrote in a recent piece for Fast Company , “Email overload is a well – documented phenomenon that has been linked to reduced productivity , inability to focus on important tasks, and even physical and emotional stress.” As someone who receives more than 250 email messages a day, I feel your pain. I constantly beg and plea with my team to ease up on my inbox. First and foremost you need to ask yourself if you’ve empowered your team to do their job without checking in with you on every detail. If they know they have the authority to make their own decisions without repercussion, then they shouldn’t be bombarding you with emails. I often tell my team that I trust them to do their job and don’t need to be cc’d or fyi’d. And they know I really mean it. In a previous position as VP of Corporate Communications, I distributed an “email etiquette” memo. Most of it is pretty basic but many associates need a stern reminder. Feel free to share it with your team. In an effort to address the overwhelming number of emails and meetings, we are recommending the following guidelines. The goal is to reduce unnecessary email, increase email effectiveness, and improve the quality of email correspondence. Of course, no set of rules supersedes good judgment — there are always exceptions. Include signature blocks with at least your name, title, and phone number. But set your computer so the signature block only appears on the first email you initiate. This reduces unnecessary questions. Do not “Reply All” unless absolutely necessary. It contributes to email overload. Replying to the sender is usually sufficient. Do not send one and two word responses such as “thank you”, “will do”, “yes”, “no”, etc. unless necessary or asked to do so. That’s three seconds of someone’s life they’ll never get back! Scheduling: Do not send out emails to try and schedule a meeting. Use the calendar option. Same for rescheduling or canceling meetings. Do not send jokes, personal items, or chain letters, no matter how good you think it is! Avoid blind copying. You can always forward a message to someone after you’ve sent it to your primary distribution list. Keep messages concise and focused. Clearly state your expectations of the recipients. Use bullet points whenever possible. Bullets help organize thoughts and make a longer email easier to read. When you’re out of the office, set up an Out of Office Assistant and make note of who should be contacted in your absence. Avoid all caps — it gives the impression you are shouting. Use the subject line for an accurate description of your email contents. This helps you and others organize their email. Know when to pick up the phone. If confusion is emerging or there’s excessive back and forth, it’s time to have a live conversation. Email has become a convenient way for people to avoid difficult discussions and can quickly devolve into a passive-aggressive form of communication. When that happens, email loses its effectiveness. Avoid the urgent exclamation point unless necessary. If your email requires action by someone in the same day or in a relatively short period of time, pick up the phone. Not everyone is sitting in front of their computer all day. Think twice before hitting send. You should assume everyone will see what you have written because they very well could. Use “cc:” properly. You should address the email to the intended recipients and copy those who need the email as an FYI only. If an issue needs to be escalated, start by copying your own supervisor before you copy someone else’s.

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Jon Carson: Corporate Social Responsibility — Bandwagon or Built-in?

March 28, 2012

There is a lot of noise these days around Corporate Social Responsibility (CSR) with some saying it’s long overdue and others saying it’s really just “greenwashing.” Moreover, trust in corporations is at near-record lows so there is plenty of incentive for business leaders to jump in. There is a right way but, just as importantly, also a wrong way to jump. I’ve been watching and collaborating with folks in the corporate sustainability world for some time, and I think it is important to put some context into how this can and must work, and when it doesn’t. Two Kinds of Corporate Players: The first are companies whose very offering comes with high social good built in. Examples of this are BigBelly (solar powered municipal trash dumpsters), Bright Horizons (child day care centers), Zipcar (car sharing), and my own BiddingForGood (online fundraising auctions). The very nature of what these companies do is for a better society. The second category is companies whose product has nothing to do with sustainability or social good (and in fact can sometimes go in the opposite direction) but who are trying to build sustainability and responsible corporate citizenry into their DNA. The Problem: The problems start when, as one academic said to me, “The CEO hasn’t drunk the Kool-Aid” and considerations for shareholders and senior management dominate over customers and employees. Far too many companies have set up CSR initiatives simply to provide some window dressing or PR to their corporate story. I recall one CSR manager from a nationally known outdoor clothing company telling me she had never met her CEO, there was virtually no internal support for her work, and the bulk of her activity was PR-driven. Contrast that with Patagonia, whose founding CEO Yvon Chouinard has espoused his vision for a sustainable planet since the day he started the company. Every decision made at Patagonia is made with an eye toward sustainability. The problem gets more complicated because there is much research showing that consumers favor brands that show social responsibility. So the temptation to greenwash is real and brands do the logical thing and try to ride the bandwagon. In my own space, there are any number of companies who are trying to drive incremental sales by tying themselves to a pink ribbon or a Red campaign. The percentage of revenue actually going to good works is usually pretty small (less than 5 percent) but in most cases it works. Or does it? What happens when inquiring journalists “out” the fakers? We end up with a more cynical citizenry. Educated Consumers and Educated CEOs: They key to ensuring that companies become increasingly sustainable in an authentic way is talking about it and letting companies (especially their CEOs) know that you care. Key to sleuthing out the fakes from the real deal is a vigilant press and an educated consumer who has a healthy bit of skepticism. The more CEOs educated on the virtues of CSR (and there are many practical bottom line benefits like motivated employees, reduced supply chain costs, and loyal customers), the more they will rationally drink the Kool-Aid. But it starts from the bottom up with citizens letting companies and CEOs know that this matters and they will take their business to brands that are showing they are responsible in how they treat employees, their commitment to their own local communities, and making sure their supply chain and corporate footprint factors in sustainability. The key is to continue to have the discussion, for citizens to engage, use their social networks and if they see bad behavior to alert the press and to write to the CEO to let them know they are being watched.

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Robert Teitelman: Bloomberg Businessweek on Obama, Economic Steward

March 28, 2012

The new Bloomberg Businessweek features an extreme close-up of President Obama with the cover line ” Lucky or Good? The Truth About the Obama Recovery .” That promises a lot. But it’s a subtle misdirection play. The analytical piece that it refers to, with its graphics, instructional arrows and candy colors, fails to satisfy either the cover line or the subhead. It really does not deal at all with the question of whether the president can or did affect the business cycle — the assumption of the article, of course, has to be that he can, otherwise why slog through all these various decisions? — and the “truth” of the recovery remains a shrugging, well, it was messy, wasn’t it? Here’s the concluding paragraph. You tell me whether the administration is “lucky” or “good.” The choices Obama made helped bring about this result [the recovery], even though he had help from the Fed, and even though they don’t quite explain the recent strength of the recovery. But the business cycle operates by a logic all its own. It cursed Herbert Hoover and blessed Ronald Reagan. Obama’s good fortune is that this sudden upturn is occurring just when he needs it the most. Okay, so he’s lucky and good. This sort of argumentative incoherence is common when journalists and pundits try to fix blame or offer credit to the administration for the economy. There’s been a lot of this lately. Ron Suskind ( Confidence Men: Wall Street, Washington, and the Education of a President ) and Noam Scheiber ( The Escape Artists: How Obama’s Team Fumbled the Recovery ) have both recently published books (a review of Scheiber’s is here ), which go over, albeit in much greater detail, roughly the same ground covered by Businessweek . We get the early underestimation of the severity of the crisis, the arguments over stimulus, the mounting fiscal concerns, the clash over various policy initiatives, the political gridlock. Again, to engage in this kind of historical analysis requires a belief that policy and policymakers matter; that individuals, embodied by the president, can fix a failing economy (or mess up a good one), turn the economic ship around, improve unemployment, make the birds sing. This notion is particularly powerful among the political punditocracy. In this way of looking at policymaking, the determinism of the economic cycle is set aside — after all, voters don’t give a crap about academic theories. They want results. Expectations are thus high. Economics is a hard science; failure to accurately predict is viewed as a grievous sin, a failing. The past is continually judged by the reality of the present. Obama was a failure before the recovery strengthened; now he’s lucky and good; if he’s re-elected and the recovery continues, he’ll be a genius, until something goes wrong. We get every one of those ideas in the Businesweek story’s introductory section. Businessweek seems convinced that to be effective an administration needs a “clear economic philosophy.” The only two examples it initially tosses up are Reagan and George W. Bush, who essentially share the same conservative philosophy of tax cuts, supply-side stimulus and, broadly speaking, free markets and deregulation. Of course, however you come down on the issue of cycles versus policies, much of the crisis of 2008 did stem from aspects of that philosophy, which even Alan Greenspan later admitted. Is economic pragmatism not a philosophy? Did Bill Clinton, who arguably enjoyed even better economic times (plus a surplus) than either Reagan or Bush, require a philosophy? Businessweek trots out several Republican economists who suggest that Obama has been done in (despite the recovery) because he lacks a theory. “I can’t infer a theory,” says Glenn Hubbard, Columbia Business School dean and former economic adviser to Bush. “I’ve watched the president for a long time, and he’s very smart, but he doesn’t have a policy rudder,” says Douglas Holtz-Eakin, who ran the Congressional Budget Office in the Bush years and advised Sen. John McCain’s 2008 presidential campaign. What does that mean? Mostly, it seems to mean that if Obama doesn’t fully embrace your economic faith, then he has no faith at all, that he’s a sort of economic atheist. But that’s not the case at all. He and most of his advisers subscribe to a pragmatic form of Keynesianism; that is, they believe that you can use the powers of the government, including fiscal policy, to nudge the business cycle this way and that (the joke here is that Bush, Reagan and most presidents are closet Keynesians in practice). Indeed, a bit later, Businessweek tries to hoist Obama upon his own Keynesianism, first by suggesting he made a big mistake by not seeking a large enough stimulus — at crucial moments, the magazine ignores or downplays the forbidding politics of Republican opposition in Congress to just about anything — and then for not being, believe it or not, either John Maynard Keynes or Franklin Roosevelt. Again, a kind of incoherence rules these analogies. Obama is quietly downgraded because he did not take the kind of “sweeping new policies if he thought they could help, even risky or unproven ones.” That’s true, with two caveats: This isn’t the Great Depression, and unlike FDR, who had large majorities in Congress for the ’30s and was starting from a very different kind of government, Obama had either a very thin majority or a fractious and divided Congress. (That said, the Supreme Court dismantled a lot of the New Deal soon after it was tossed up, FDR famously triggered a second downturn in 1937 by cutting spending, and most economists believe World War II finally generated recovery, not the New Deal.) As for Keynes, Businessweek says Obama is both like him and unlike him: “Like John Maynard Keynes, Obama believes government can and should act to alleviate downturns.” — again, who doesn’t this side of Ron Paul? — “But he’s disinclined to challenge political constraints, settling for what he’s able to get.” Of course, Keynes was a civil servant and an academic who never ran for office, which makes that implied criticism of Obama beyond absurd. Maybe Larry Summers isn’t Keynes, but so what? It’s not the Summers administration. Ah, but it’s the silly season. Presidents generally can’t win when the political pundits go looking for an economic angle. If the economy is good, it’s the cycle. If it’s bad, it’s their fault. If they have a sophisticated economic theory, the pundits dismiss them as wonks who can’t satisfy the yearnings of the electorate. If they emphasize politics over economics, they get labeled as lucky (as Clinton did). Realities of short-term versus long-term get ditched. Who cares? None of this has much to do with what actually occurs in that exploration of uncertainty and contingency that is economic policymaking, and no one really wants to tackle the question of what effect presidents can realistically have. That would be too difficult and, besides, voters couldn’t care less. Robert Teitelman is editor in chief of The Deal magazine.

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Leah Busque: Why Independent Employment Is Killing the Nine to Five Job

March 28, 2012

The term “nine-to-five” has long symbolized a kind of drudgery that sucks up our lives and eclipses our identities, but it wasn’t until the Great Recession that the pejorative phrase was crowned with an entirely new distinction: old-fashioned. Even as the jobless rate continues its slow decline, the still-anemic U.S. employment market is prompting more and more people to do the math: There are 12.8 million workers looking for jobs — that means multiple candidates for every open position. Summation? The paths of least friction and risk are increasingly leading away from traditional employment. Back in the days of the Industrial Revolution, companies hoping to crank out as many widgets as possible booked shift workers around the clock. Collective bargaining led to the labor laws that eventually replaced 12- to 16-hour shifts with a new-fangled concept — the eight-hour workday. That worked then, but with technology streamlining efficiency in every industry imaginable, you’d think we would have moved away from the nine-to-five standard long ago. But it wasn’t until the economy slid off the rails in 2008 that freshly downsized workers were forced to confront the reality that the nine-to-five jobs they knew didn’t offer the kind of financial security promised to them. Layoffs sent scores of people to the unemployment line and hiring freezes kept them there until, one-by-one, entrepreneurial-minded folks began a sidestep around the status quo by becoming independently employed. By 2010, the Kauffman Index of Entrepreneurial Activity revealed the highest startup rate in 15 years, attributing the growth to necessary entrepreneurship as a result of joblessness. Kauffman’s 2011 data shows a slight dip from 2010, but one thing is clear: Americans are still busy building new, mostly solo, businesses. The unemployed, along with their underemployed counterparts, nearly one in five U.S. workers according to Gallup , swiftly began sliding into a society of contingent talent (freelancers, self-employed, entrepreneurs, and contract workers) that some experts believe will comprise a majority of the workforce by 2020 . This new class of micro-entrepreneurs is doing the same thing MBAs have been shouting about in boardrooms for years — diversifying their revenue streams. Instead of one company cutting a check twice a month, multiple sources contribute to a pipeline of income. Proceeds from Etsy shops and Ebay stores co-mingle with ad revenue from blogs and consultant fees from freelance gig work. A new crop of peer-to-peer marketplaces transforms those idling things leftover from an age of excessive consumption — cars, power tools, DVDs, and even spare bedrooms — into income-generating resources. With these intuitive systems imminently accessible — and without 40 hours of each week committed to someone else’s bottom line — a micro-entrepreneur can hedge her bets and fill in the price tag on her skills, talents, and time. Micro-entrepreneurship also translates directly to freedom of schedule. It means not having to use a sick day to attend a parent-teacher conference or missing that Tuesday afternoon yoga class. Those in charge of their own working schedules are able to seamlessly integrate work with life instead of trying to strike a balance between two conflicting sets of responsibility. Swapping out the nine-to-five for a more agile, independent working life brings with it one other huge benefit — a channel for self-actualization. Abraham Maslow and his psychoanalyst cohorts agreed that the drive to realize our potential and activate our capabilities is paramount, and we can only deal with it after basic physical and mental needs are squared away. Traditional models of work only let us cross out the needs on the very bottom of the pyramid — basic sustenance. On the flipside, independent employment within the network of the new sharing economy addresses our needs for a sense of community and belonging, autonomy and respect, creativity and problem solving. Within the old models, these were flights of fancy resigned to vacation days, wee hours, and golden years. The new model casts them as foundational elements and lets us work our way up the pyramid to unlock the good stuff. Nine-to-five never stood a chance.

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SaraKay Smullens: Mad Men Was Beyond Maddening: A Season Five Betrayal

March 27, 2012

OK, fellow lovers of nostalgia. We know just who we are. We are those who love to put our feet up for terrific diversion — knowing in Mad Men we will experience phenomenal style and extraordinary period accuracy over substance — and so what! For four seasons we have lived with cardboard figures who manage to typify a time when many believed that barriers finally broken could lead to a more humane population. We visit the furnishings and fashions of this time, kicking ourselves for not saving that brooch, lamp, chair, dress or those shoes or earrings. Those of us with daughters in their twenties and beyond call to discuss all about Mad Men or watch it with us. They scream out in mock horror when we say that we had a dress we did not keep which was exactly like Betty Draper’s, and have the photos to prove it. Oh, what fun! Oh, what luxurious diversion!! And these discussions sometimes even lead to substance: How has America evolved? How have we addressed our challenges? How should we? What has changed, and what has not? And even — Can ideals ever become more important than materialistic emptiness? Then finally Sunday evening, March 25th arrived, our “supposed” two hours of the beginning of Season Five’s Mad Men . This was an evening we have been anticipating for 17 (we counted!) months. We would finally see Joan with her wee one, not fathered by her baby/bully surgeon husband, but instead by her baby/bully Madison Ave. boss. We would learn at long last learn about Betty and Sally and Pete and the rest. We would once again be whisked away to this particular time capsule of adultery, identify theft, betrayal, racism and sexism, as well as the impact of imposed cultural norms on family relationships and individual fulfillment. There we were in anticipation, feet up, pillows propped, popcorn popped, mother and daughter and friend to friend conversations waiting. And what did we get? Relentless commercials, growing into every five minutes as the second hour progressed. The intrusions were merciless, causing what was a dull two-hour experience seem even duller. Those in charge surely know the precise timing of this degrading insult to loyal viewers. There we sat, like the manipulated buyers of the products foisted by the “I don’t give a damn just so the money rolls in” crew at Sterling Cooper Draper Pryce. Yes, considering the realities of corporate life, on the screen and off, perhaps we were naive to expect respect for our long and loyal wait. Still, shame on those who developed and allowed this financial strategy. They would have been far wiser to curtail their greed, understand that enough can and should be enough, and that on screen and off people can get angry, very angry, when taken for granted and manipulated. Follow SaraKay on twitter at SaraKay1710

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Penny C. Sansevieri: How to Market Your Fan Page With the New Facebook Changes

March 27, 2012

Starting on March 30, Fan Pages on Facebook will be undergoing big changes, and if you aren’t sure what’s going to happen to your Fan Page you should know that the changes are pretty significant. I’ve asked our Facebook expert Amy Porterfield to share some insights into these changes. First up, Amy can you tell us what the biggest difference is with the new Fan Page changes? Here’s the thing, it is no longer about the number of Likes. Just because you have a lot of Likes, a lot of fans, doesn’t mean you’re going to have success on Facebook. If you want bottom-line results you must create ways to keep fans coming back for more, collect leads from quality fans and get them to take action inside and outside of Facebook. With all the new changes, Pages are now more visually stimulating, which means that you can actually get more engagement just by the fact that there’s a new layout on your Facebook page. To couple that with some of these strategies we’ll talk about in this blog post, you’ll have some surefire ways to get more action from your Facebook fans. A lot of people are concerned that their Welcome Tab is going away and there’s a new cover photo that some businesses are already using, can you tell us about that? You bet. First let’s go over the Timeline Cover Photo. Here are some specifics about these changes. As you probably know, on March 30 your page will change to the new timeline cover layout. You can change it over now or you can wait until March 30. What’s going to happen is when you do change over to the new timeline layout you’re going to have a big cover photo on the top. That big cover photo is a great opportunity for you to brand your business. First of all what you need to know is the specs for that cover photo are 851 x 315 pixels. I know 851 is kind of an odd number but the closer you get to that, the crisper your photo is going to be, it’s not going to be blurry or it’s not going to be stretched too much or whatever. Also, you have a new profile image. Here ‘s an example of Coca Cola’s page where you see the little profile image on the left. That image is 180 x 180 pixels. Here’s the frustrating thing about these new timeline covers for pages. There are a lot of restrictions. You can see these right on the Facebook Blog, too: Facebook says that you cannot include price or purchase info, such as 40 percent off or Download it at our website, you can’t put that type of information on your cover photo. You also cannot include contact information such as web address, email, mailing address or any other info intended for your About section on your Facebook page. You know we all have that About section where we can give details of how to reach us. They don’t want that type of information on your cover photo. In addition, you cannot reference a user interface element. What that means is you can’t say “Like” or “Share” or any other Facebook site features. They don’t want you to say Like our page or Share our information on Facebook on that cover photo. No calls to action, which is the hugest bummer. You can’t do “Get it Now” or “Tell Your Friends” or “Sign up here” or “Go here to get more info,” you can’t do any type of call to action. Facebook says that the cover timeline photo is not meant for promotions, coupons or advertisements. They also say that the cover photo should not be primarily text-based or infringe on anyone else’s copyright. As you can see, these timeline restrictions are pretty strict. There are a lot of things that we cannot do on the timeline cover. Here are some examples of what other companies have done with their cover photo: www.facebook.com/social.fresh : They have a really cool image, it’s colorful, it catches your attention and it makes things interesting on their page. You could just go with an image and do some type of creative branding like they’ve done here. www.facebook.com/CaptainMorgan : Or you can do what Captain Morgan does, and they’ve basically expanded their brand. www.facebook.com/AmyPorterfield : With mine, I set it up to be more of a list building opportunity. I will say I know that I’m walking the line with this experiment here. I promoted my webinar on my cover photo. I’ve heard that they have taken people’s cover photos down and you’ve had to fix them and replace them. I haven’t heard anybody losing their Facebook page over this but do what you feel most comfortable with because I don’t want to get you into any trouble. Facebook is rolling out something called Applications, or Apps, can you speak to that? Along with the timeline cover photos being a huge change on Facebook, Facebook has also changed how we use tabs. Tabs used to be on the left column of our Facebook page — now tabs are called Apps. Tabs and Apps — those words are pretty much interchangeable right now. It’s your custom page that you can create inside your Facebook page. The specs for these custom apps are now 810 pixels wide which really allow you to do so much more with your custom pages inside Facebook than you ever could before. I’m going to show you some examples of this. In addition to that, Facebook has also allowed you to create thumbnails to highlight your different applications. You can create thumbnails that have an image on top of them. That image could be 111 x 74 pixels, kind of a weird number but trust me, these are the best dimensions to make your images look really great. You cannot have thumbnail images on top of photos, videos, notes, Likes and events. Those application boxes cannot be changed. Also you can move around your thumbnails and you can have up to 12 applications on your Facebook page. If you go to my Facebook page, right below my cover image you’ll see my applications and you’ll only see the top four unless you click that button on the right, then it will be a drop down and you’ll see the other four. What’s cool about this is I was able to create custom thumbnail images for the three you’re seeing right there on top and the two on the bottom; Social Media Updates, Free Video Series, Webinars, those are all thumbnails that I created. I created the jpeg image, then uploaded it. There are some strategies for thumbnails that I want you to think about: Create a reason to click inside your thumbnail — as you saw, I have Social Media Updates, Free Video Series, these are things that I know my ideal audience will find valuable. Get strategic with the three apps above the fold — those three that you saw next to the big thumbs up; those three you can move around. Make sure those are the best three you have on top because until someone clicks that blue arrow to the right that I showed you, they won’t see the ones below it. Rename the app itself, and you should think in terms of getting your fans to take action. There’s a lot you can do with the Applications or Apps, and we’ll talk about that in part two of our Facebook Fan Page Marketing strategy session with Amy Porterfield. About Amy: Amy is the co-author of Facebook Marketing All-In-One for Dummies and a Social Media Strategist for entrepreneurs and small businesses. With 12+ years marketing experience, Amy has worked with mega brands like Harley-Davidson Motorcycles, along with Tony Robbins International where she oversaw his content marketing team and collaborated on multiple online marketing campaigns. She currently creates online programs to teach entrepreneurs and small businesses how to leverage social media to gain greater exposure, attract quality leads and turn their fans and followers into loyal customers. To learn more about Facebook and social media for your business, check out Amy’s blog. www.amyporterfield.com .

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Donna Larner Lavery: Extending the Olive Branch: Consumer Conflict Resolution — US Bank

March 27, 2012

The illusion within our system of being able to care for ourselves and our family’s well-being, health and safety is begging my consideration this week. Until people demand community rights as citizens joining collectively with others in our democratic process, to change anything that may arise to challenge our health and safety, we will continue to have our homes and communities fall prey to big business and government. Certainly within our own community, I felt it was vital for us to participate and get involved. What I am finding, even in Boulder, Colorado, when large agribusiness want GMOs to be planted on a fraction of open space land, they come out in a full court press to commandeer the public proceedings away from the locals. And you know what? They — Monsanto, Syngenta and Bayer, along with our elected officials — have made a sham of our political process here as they take their brand of politikin’ all over this land. As municipalities continue going broke, they succumb to the highest bidder in obtaining money to continue operating. We all know who the highest bidders have been and continue to be. JP Morgan, for one, is making huge loans to local cities — and those loans come with a price. Oil and gas exploration companies are buying drinkable “access” water from municipalities because they will pay a premium to obtain it for their use in fracking. They need huge volumes of water, which they mix with five hundred or so highly toxic chemicals, forcing this sinister concoction of poisonous sludge deep within the earth below the drilling site to coax the gas to the surface. The remnants of this slurry mess are then trucked to a toxic landfill site. Another example of corporate environmental rape: GMO crop proliferation by companies that have a revolving door into the very agencies within the government that are supposed to either regulate and/or legislate them. The bottom line: everything is for sale in America. But, are we, as individuals, for sale too? Or can we find our commonalities and come together to work together for our health, safety and well-being? Can we champion the efforts of those who are attempting to work within the system to bring about small course corrections? Think about what many small course corrections can accomplish over time. In just a few blogs here, we have already been able to collect and/or save our readers $93,300! And we do it gently, one reader at a time. In this blog, I hope to assist you in resolving your consumer issues. Please email me at help@thelistonradio.com Explain in your email (in no more than about five sentences) what your issue is, the company in question, and what resolution you’re after. If I email you back about your issue, please respectfully get back to me in a timely fashion for follow-up correspondence. I will work on fixing your legitimate consumer issue — insurance, healthcare, phone or cable service, construction, automotive repair or purchase, elder care, child care, real estate, banking, airlines, travel, hotels… in short, purchases of product and/or services of just about any legal sort. Example: Tim is a holistic dentist living in a small town in northern California. He entered his local US Bank branch to deposit some checks on December 15, 2009. As he was standing in line about three feet in front of the teller, he was shot in the back of the head by a gunman who had entered the bank from behind. The bullet exited near his ear, taking out a portion of his lower ear lobe. He fell forward hard onto the tile floor. That is where most of his damage occurred, as he sustained five skull fractures. The teller was sprayed by his spinal fluid and fragments of bone. Another customer of the bank, an elderly woman, was also hit in the wrist as she put her arm up. One of the tellers was also hit by a ricocheting bullet as the gunman continued shooting the place up for nearly three hours. I have been told the gunman was a disgruntled US Bank customer who lived as much as one hundred and fifty miles away. He took public transportation to get there that day and carried a couple of handguns and hundreds of rounds of ammunition. I have been told he was angry because he felt the employees at this branch had messed up some paperwork that caused his vehicles to be repossessed in a foreclosure by the bank. My primary question to US Bank is, why haven’t they stepped forward and assisted those customers that have been victimized within their facility? Isn’t that the reason we carry insurance? I also asked whether the gunman was a customer of the bank, because “an unforeseeable criminal act” leaves questions about how the bank handled his issues prior to his perpetrating this desperate act. In Tim’s case, he was admitted into the ICU and a cat scan was administered. He refused to take much of what the hospital was trying to administer for pain, trauma, etc. Instead, he had his wife bring him his natural products that he knew would assist him. He checked himself out of the ICU approximately forty hours later. The hospital bill was roughly $100,000 (to save you the math, that’s $2500 per hour). He continues to deal with dental issues and vertigo. Tim had no medical insurance. I asked Tim: in a perfect world, what would he like US Bank to do? He said that he would like to see them take more stringent measures to protect their employees. He cares about these people, as he sees them often in his small town. Additionally, of course, he would like the bank to cover his medical expenses. Is there anything unreasonable about this man’s requests? Wouldn’t each of us expect the same? Due to pending litigation, US Bank cannot comment on this case. However, they have stated that there was an insurance claim, yet it was denied. If that’s true, is US Bank simply going to let its insurance company dictate terms? What about taking the insurance company to court? No one at US Bank will say. Tim, the shooting victim, has no recollection of the involvement of any insurance company. He sent the bank a demand letter for his medical coverage and was told this was an unforeseeable criminal act and, therefore, the bank is not liable. Tim’s one-man-office attorney could not continue to take this case into litigation, because he couldn’t afford to take on the bank with its deep pockets and its many corporate attorneys. Tim, representing himself, filed a lawsuit at the eleventh hour, after nearly two years, in order to procure his statute of limitations protection. A hypothetical question: If Tim had not possessed extensive homeopathic knowledge, would that hospital bill have been even higher? Perhaps hundreds of thousands of dollars? And even if he had medical insurance, would the usual twenty percent not covered add up to some incredible amount owed? What do you think about this case? Do you think the bank is responsible for covering the expenses of those customers injured while conducting business in their establishment?

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LearnVest: Body Oil, Babysitters And Boob Jobs: The Craziest Tax Deductions

March 27, 2012

Bet you didn’t know that you can deduct body oil from your taxes. Well, that’s only if you’re a bodybuilder–it’s a legitimate work expense! CheapSally.com put together this fun infographic documenting some of the craziest tax deductions they’ve run across, both successful and not. One of our other favorites? The farmer who tried to write off his plants as a business expense … his marijuana plants. For more outlandish deductions, and some high-profile celebrity tax evaders, check out the infographic below. Image: CheapSally.com More From LearnVest Don’t let taxes intimidate you–master them with Ace Your Taxes Bootcamp . These seven tax deductions will earn you a bigger refund. Deducting from charitable contributions? Make sure you read this first . This story originally appeared on LearnVest.com .

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Kendrick Nguyen: Does Good Business Make Bad Presidents?

March 27, 2012

Among the current crop of candidates for president, several have tried to sell their business experience as relevant to their future success in leading the federal government. Let’s look at the best and worst presidents in light of their earlier careers . All opinions are valid, but not all are valuable. The votes of presidential historians should count more than public opinion polls. C-SPAN conducted their Survey of Presidential Leadership among presidential historians over a 10-year period. The consensus was that the best presidents were Abraham Lincoln (postmaster), George Washington (surveyor) and Teddy Roosevelt (soldier). Basically, scholarly opinion breaks down to Mount Rushmore. And among the worst? Warren Harding (business man), Andrew Johnson (business man) and James Buchanan (professional politician). It’s no surprise that the historians’ pick for both the best (Lincoln) and the worst (Buchanan) presidents were also lawyers. It is the most common early career of presidents. Understanding law, building a solid case and mastering persuasive speaking are necessary attributes for any politician. On the other hand, lawyers have a well-deserved reputation for moral ambiguity, which can destroy a president surrounded by fiercely competitive special interests. But why have so few presidents, and successful politicians in general, been businessmen? The answer lies in the stark and significant differences between running a government and running a business. The public understands this on a visceral level and election results tend to reflect that. Businesses are run as an autocracy, whereas government in a democracy requires consensus. The economy of the federal government dwarfs any company’s balance sheet, regardless of how large the business may be. The government has over two million employees — most of whom do not answer to the president — with Congress and the Courts empowered to act independently, often against the president’s wishes. A president obviously cannot fire Congress for poor performance. The participation of people who would benefit when he fails is often necessary to implement his agenda. In contrast, any Fortune 100 chief executive should have a great deal more freedom in running her comparatively little enterprise. With near absolute control over her employees and taking home many hundred times the pay of an average worker , the modern CEO is much closer to a dictator than a democratic leader. Dictators, of either the business or political variety, generally don’t make good presidents. Corporate successes do not necessarily lend themselves to successful political leadership because the government and private enterprise have entirely different missions. Profitability is the main focus of a successful business leader. A business can, and should, restructure itself to get rid of unproductive workers and outsource its production to increase profits. The ravages of closed factories, long unemployment lines, foreclosed houses and broken homes are not stains on the record of a business executive. Nor should they be when the primary objective of a business is measured by the financial returns to its shareholders. But the prosperity of a nation, and the focus of a president, means much more than the financial interest of a particular group. History rightly measures presidential success by the broad improvement in living standards, national security and social justice. A business leader’s key to success is the ability to select the best offered by society, whether it’s personnel or opportunity, while rejecting the rest. A successful president, on the other hand, must lift the entire population; he must provide opportunities for the disadvantaged and the unskilled without dragging down the whole nation. A businessman thinks about moving his company to another country with a better-trained work force; a president must consider how to pay for retraining and investments in education. A businessman can improve his cash flow by shutting down unprofitable operations; a president cannot outsource his army even in a more peaceful time. Empathy and persuasiveness are essential qualities of a successful president. Bill Clinton’s famous uttering , “I feel your pain,” in its sincere manifestation is the drive to lift the disaffected, the hard-pressed constituencies and, therefore, the wealth of a nation. This quality of empathy plays a part in many aspects of a presidency. Raymond Wolters , Professor of History at the University of Delaware, spoke about this quality in responding to a Wall Street Journal survey in 2000. He said that great presidents shared one thing in common: “They lifted the spirit of the nation.” In a time of crisis, a president can secure his role in history by inspiring the country “to pay any price , to bear any burden” and find more fertile ground for all its people — rich and poor, capable and unproductive. With profitability as her singular mandate, a business leader needs neither empathy nor persuasiveness to succeed. Cold, hard cash is not motivated by empathy. And persuasion may not be necessary when the job comes with the power to issue pink slips. It is not surprising, then, that history tends to judge businessmen turned U.S. presidents poorly. Will Romney, should he prevail this November, be the exception?

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Brad Reid: May the Supreme Court Declare Actions Unconstitutional?

March 27, 2012

The oral argument of two combined cases (U.S. Department of Health and Human Services v. Florida and National Federation of Independent Business v. Sebelius) before the Supreme Court concerning the “Patient Protection and Affordable Health Care Act of 2010″ focuses national attention on the powers possessed by the Supreme Court. Where does the Supreme Court obtain the power to declare actions by the other branches of government unconstitutional? Article III Section 1 of the U.S. Constitution states ; “the judicial power of the United States shall be vested in one Supreme Court and in such inferior Courts as Congress may from time to time ordain and establish.” Noteworthy is the fact that Congress creates all federal courts except the Supreme Court. Article III Section 2 of the U.S. Constitution provides a broad grant of judicial powers but does not expressly state that the Supreme Court may declare actions unconstitutional, hence unenforceable. In fact, the early Supreme Court did not have the prestige that the modern court enjoys. The Eleventh Amendment ratified in 1795 overturned a 1793 Supreme Court decision addressing state sovereign immunity (Chisholm v. Georgia). However, the landmark Supreme Court decision, Marbury v. Madison, in 1803 was to dramatically change the role of the Court. In Marbury v. Madison Justice Marshall wrote : “It is emphatically the province and duty of the judicial department to say what the law is… .If two laws conflict with each other, the courts must decide on the operation of each. So, if a law be in opposition to the constitution … the court must determine which of these conflicting rules govern the case. This is the very essence of judicial duty. If, the courts are to regard the constitution, and the constitution is superior to any ordinary act of the legislature, the constitution, and not such ordinary act, must govern the case to which they both apply.” In other words, the Supreme Court may declare legislation unconstitutional. Thomas Jefferson, Andrew Jackson, and Franklin Roosevelt are three notable presidents who have been critical of this asserted power. Nevertheless the Supreme Court’s power to decide constitutionality is a basic feature of U.S. law. As recently as March 20, Marbury v. Madison was cited by Justices Scalia and Thomas (Martinez v. Ryan). It is unlikely to be overturned without a major realignment of the federal government. Indeed many wondered if President Nixon would create a crisis by ignoring the Supreme Court’s order to turn over subpoenaed recordings (United States v. Nixon). He obeyed the Court. Consequently under current understanding, the two ways to reverse the Supreme Court are to amend the Constitution or persuade the Court itself to change its decision. Over many years numerous proposals to curb the power of the Supreme Court have included allowing a super-majority vote of Congress to overturn a decision, limiting the jurisdiction of the Supreme Court, electing justices, limiting their terms in office, or impeaching justices. President Roosevelt’s proposal to increase the number of Supreme Court justices died after the Supreme Court stopped declaring New Deal legislation unconstitutional. The Supreme Court’s power to declare actions unconstitutional is frequently perceived as desirable or undesirable depending upon reactions to a given ruling. Whatever the Supreme Court decides in the current health care cases will be controversial. The resulting commentary concerning the Supreme Court’s powers will doubtless sound familiar. What does the classic statement, rule of law and not men, mean when it comes to constitutional issues?

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Timothy A. Ridout: Satellite Security Requires More Rules, Not Fewer

March 27, 2012

Satellites are crucial to modern life. We rely on them for civilian uses such as TV, Internet, ATM banking, GPS, agriculture, and weather forecasting. On the military side, we use satellites to guide munitions, operate drones, gather intelligence, and monitor enemy movements. Unfortunately, satellites are increasingly threatened. Earth orbits in which satellites operate are becoming cluttered with debris. As the number of operational satellites increases, competition for orbital “slots” is intensifying. The military uses of outer space also mean that space-faring nations are eying each other warily as they work to “harden” their own space assets while simultaneously developing new ways to destroy or incapacitate those of potential adversaries. This intensified competition has led to a debate about how to ensure that outer space remains viable for productive use. Russia and China have proposed a treaty that would ban the deployment of space weapons and prohibit the threat or use of force against space assets. The Bush administration pursued a policy of U.S. space dominance , but the Obama administration has since reversed this in favor of a cooperative multilateral approach. In January, Secretary Clinton indicated that the United States would work with the European Union in developing an International Code of Conduct for Outer Space Activities . In their recent op-ed in the New York Times , John Bolton and John Yoo advocate a return to Bush-era unilateralism, supporting near-absolute freedom of U.S. action in space. They begin their argument with the false claim that “The Obama administration recently declared that America would follow, though not sign, a European Union code of conduct for outer space.” In reality, the administration has agreed to work with the EU on creating a code of conduct, but it has explicitly refused to follow the EU code of conduct as it stands, saying that it is too restrictive. Aside from this inaccuracy in their argument, Bolton and Yoo’s opposition to greater cooperation in outer space is worrisome. The kind of muscular, unilateral policy that Bolton and Yoo advocate would encourage unrestrained anarchy in a fragile environment. If the U.S. acts as it pleases, other countries will do the same. Without efforts to coordinate traffic or restrain dangerous behavior, outer space will remain in the kind of anarchic limbo that led the Chinese to conduct an anti-satellite test against their own weather satellite in 2007, destroying it and creating a lot of debris in the process. Russia and the United States have had the capacity to destroy satellites this way since the 1980s. The Chinese test could have been avoided if there were a clear norm discouraging such behavior. Additionally, a more cooperative atmosphere would have reduced the security concerns that created a perceived need for a show of force in the first place. A non-binding code of conduct of the sort proposed by the European Union in 2010 is currently the best way to improve outer space security. A treaty banning space weapons is not realistic both because defining a “space weapon” is infinitely difficult given the dual-use nature of space assets, and because there is little political will for a new outer space treaty. Broad principles are already outlined in the 1967 Outer Space Treaty , which ensures the universal right to peaceful use and extends international law to outer space. What a code of conduct would do is clarify specific norms and best practices. Article I of the Outer Space Treaty — to which the United States and 100 other states are party — establishes space as “the province of all mankind,” adding that it “shall be free for exploration and use by all States.” In this sense, outer space is roughly analogous to the high seas: free for all to use for peaceful transit. In the maritime case, a broad set of rules and standard practices have developed over centuries, providing guidance on issues as mundane as which ship has the right of way in given situations. Without these international norms governing maritime operations that enable the safe transit of ships all over the world, global commerce could grind to a halt. Of course, the physics in outer space are quite different. In the event of hostilities or accidental collisions at sea, destroyed ships and debris will sink to the bottom of the ocean. In outer space, debris in lower orbits could be pulled into Earth’s atmosphere in maybe 25 years. However, debris in higher orbits can last for centuries, endangering any space assets seeking to use those orbits. The speed at which objects in orbit travel means that even a marble-sized piece of debris could destroy a satellite. As of yet, there is no cost-effective way to eliminate space debris, although some are trying . Aside from the threat of hostile acts foreshadowed by the Chinese anti-satellite test, mere negligence and lack of coordination pose a serious danger to the outer space environment. For example, if an operator does not maneuver a satellite into a useless “graveyard” orbit before it runs out of fuel, that satellite becomes a hunk of debris at risk of colliding with other objects (as occurred in 2009 with an Iridium communications satellite and a defunct Russian spy satellite). Clear rules and accepted best practices can help mitigate such threats. An outer space code of conduct would codify and strengthen emerging norms such as those outlined in the Space Debris Mitigation Guidelines , a set of best practices formulated by the world’s major space agencies. Whatever the specifics of a code of conduct or other agreements may be, developing norms and promoting a cooperative framework are in the U.S. interest. With nearly half of the roughly 1,000 operating satellites , the United States has the most to lose. We must emphasize collective traffic management and condemn the initiation of hostilities in outer space rather than supporting unrestrained freedom of action.

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Gary M. Krebs: The Mentor’s Mentor

March 27, 2012

I have what I refer to as “farsighted memory”: I can recall the red carpet from my family’s apartment in Brooklyn when I was less than 2 years old; I remember all my childhood friends’ telephone numbers; and I can even cite how much money I made shoveling snow for the first time when I was 10 ($79.50, mostly in quarters, which weighed my snow pants down to my knees). In spite of all this, I sometimes can’t remember the most obvious things, like when I drew a blank at a doctor’s office the other day when prompted for my age. Either I’m getting old or my brain needs memory glasses. When it comes to work, however, I pride myself on being detail-oriented and rarely forget a thing. Many work memories and details are as vivid to me as those previously mentioned from my childhood. The one that stands out most is my first day as an editorial assistant at Facts on File publishing company. Gerry Helferich, my boss, who was then VP and Editorial Director, said these words: “Feel free take on whatever responsibility you can handle. Anything you see you want to do, just ask. You can manage my books, edit books, acquire books — anything you want.” At the time I had no idea how rare it was for assistants in the book business — or in any business — to hear those words from a supervisor. I’ve since heard horror stories of assistants who waited years to even be able touch a manuscript (which was possible then, because it was still paper), much less be able to put red ink on an author’s copy. Yet there I was, 21 years old with very little experience, and the man in charge had trusted me with the responsibility of managing all his books. Gerry’s word was good: I handled all 50 of his projects through production, several of which became award winners and great sellers; he gave me a few manuscripts to edit; and, incredible as it may seem, helped (or, more accurately, spoon-fed) my first book acquisition, less than three months into joining the company. I had found a lifelong mentor. There isn’t a thing I know about the business that can’t be traced back to Gerry: he showed me how to choose the right trim size (format) for a book; how to run (and manipulate) a P&L (profit/loss statement); how to pitch a book to a room full of people; how to negotiate; how to write great copy; and on and on. Gerry never raised his voice, made a crack when I asked a dumb question, or dismissed my crazy ideas (in fact, he welcomed them). The only time I ever remember seeing him disappointed was when he asked me to water his office plants while he was away on vacation. In my zealousness, I overwatered and killed them all; I still feel guilty about that, two decades later. I was distraught when Gerry left Facts on File for a better opportunity: how could I possibly survive without him? To my astonishment, although he had moved on to much larger organizations, he always returned my calls and spent time with me when I needed his advice. He came to my aid on numerous occasions — helping me figure out job challenges, offering me references, and even counseling me on terms for my book deal. When I became a leader myself in the industry, Gerry continued to be a significant influence, even though our schedules rarely matched up. For years the most we could arrange was the two-minute catch-up at his company’s booth at Book Expo (the largest book convention in the U.S.). On one such occasion, I was drowning in employee issues, author problems, and overbooked meetings, and babbled to him in an over-caffeinated way that probably suggested I was about to implode. He stopped me mid-sentence, floated his hands up and down, looked me in the eyes, and said, “Calm down.” Those two words not only got me through that event, but they have guided me many times since: I just hear Gerry’s voice in my head, and I know everything will be OK. I felt more than just a tinge of grief a few years later when Gerry told me he was leaving the industry and moving to Mexico with his wife so that they could become full-time authors themselves. What a loss for the industry, I thought, but on a more selfish note, I knew there was no replacing him as my mentor. I would have to fend for myself during crises. No matter the situation, I would ask myself the question: “What would Gerry do?” Just imagining the answer got me through many complex challenges. I even made a list of the top six attributes that made his leadership style so effective: Empower others: Gerry let you run with the ball. He was never threatened by anyone else’s success. Stay calm under pressure: He didn’t overreact to anything. The worst problems were figured out in the same laid-back style as the easy ones. Don’t piss anyone off: He never yelled at anyone, burned a bridge, or insulted anyone. He knew that even the most difficult colleague has the potential to become an ally. Make time for people: He assisted everyone — direct reports, indirect reports, colleagues in other departments, and even people who threw axes at his back. He always stopped to listen and didn’t offer an opinion unless asked. Take the chance: Gerry was collegiate and agreeable, but not to the point where nothing got done. Sometimes a leader needs to push an idea or innovation through, even if there are naysayers. It’s as brave to take a positive stand on someone else’s project as it is a negative one — especially when it means disagreeing with the hierarchy, spending money, or implementing a change. Admit to mistakes: Gerry had no qualms about saying when he did something wrong. It made the team admire him all the more. Over the years, I’ve had the remarkable opportunity to give back some of the above wisdom to quite a few talented professionals. Many of these individuals are now successful editors, agents, entrepreneurs, and even leaders themselves. At my last company, I was privileged to become a corporate mentor to a star employee in the U.K. office. “Uh oh,” I thought. “This guy is so much smarter than I am — what could I possibly hope to impart to him as his mentor?” It turns out that my mentee did have some challenges, and I think on a small scale I was able to support him by listening, sharing my experiences, and steering him toward decisions when he was straddling the fence. I couldn’t have been prouder when he earned a well-deserved promotion. I found that I may have gotten as much out of that relationship as he did; not only did we exchange work advice on both sides, but we even shared our scripts (he’s a talented playwright). The book I’m now delighted to read is The Stone of Kings: In Search of the Lost Jade of the Maya , by Gerard Helferich. Not only is my mentor the author, but the book was published by Lyons Press (Globe Pequot) — my former company. As I turned the pages, it was difficult for me to avoid being reflective and another memory hit me: Gerry’s last day at Facts on File. At his farewell party, his peers made teary-eyed speeches and wished him well. I couldn’t hold back any longer and stepped forward. It didn’t occur to me how ridiculous it must have seemed; I was his assistant — a mere 23-year-old, wet-behind-the-ears kid — making a speech in front of a whole room full of people about the company’s most revered leader. But I stood up and thanked him for everything he taught me and for all of his support. I closed by proclaiming, “You’re the best manager I ever had!” Gerry burst into laughter and remarked, “Of course I am — I’m the only boss you’ve ever had!” Well, I’ve had a few bosses since — some wonderful, some pretty awful — but Gerry is still #1. Someday I hope to have another leadership opportunity where I can create those magical memories with a new staff…

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Terence Clarke: Butchershop Creative: You’ve Never Heard of Them

March 26, 2012

In American business, the mission statement is viewed as the core declaration that determines the course of a company. Much intellectual sweat pours from the foreheads of the leaders of businesses in their efforts to get their mission statement right. The trouble is that, in most companies, the statement ends up a somewhat colorless piece of business cliché. For example, the statement of one of America’s largest fast-food chains says this: “”To provide the fast food customer food prepared in the same high-quality manner worldwide, that is tasty, reasonably-priced & delivered consistently in a low-key décor and friendly atmosphere.” This statement plods. It is dull. After reading it, I would hesitate to enter one of their stores, for fear that their food would be as plain as their prose. But this sort of statement is the usual in American business. Any random sampling of the mission statements of Fortune 500 companies will be very similar in style. A San Francisco agency named Butchershop Creative has a different take on the mission statement. Here is theirs: “We promise to promote love forever and ever and ever. We are yours in partnership, in the total destruction of fear and disapproval. In the movement of love and joy, we celebrate success through the service of creativity and the annihilation of inner baggage that keeps us shut down, complacent, and afraid to move.” (L to R) Trevor Hubbard, Jackson, Misha Vladimirskiy, Aleksandr Vladimirskiy. Used courtesy of Butchershop Creative. Butchershop was founded in 2009 by Trevor Hubbard and brothers Aleksandr and Misha Vladimirskiy. I spoke with Hubbard recently, and asked him to elaborate on a remark he had made, in a previous conversation over coffee, that was almost a throwaway. Yet I had never heard it before, and wanted more detail. He had mentioned the importance of “passion and profession.” “When you’re young, it’s everyone’s goal or dream that, if you do what you love, you’ll have a life. Do what you love, and the money will come. But we were sold a little short on that, because it doesn’t mean you can sit back and relax. Doing what you love involves great participation, and to the degree that we participate, we formulate our values … our principles, and we find the things we love. And equally important, we find what we don’t love.” Most of us know what we are passionate about. But Hubbard reminds us that simple passion is not enough. “Many wonderful people fall short because they don’t understand the profession of it all. Any creative endeavor that you seek … you have to run it as if it’s your own miniature startup.” Actual startups are cool, in Butchershop’s estimation, because you can see the personalities of the people who founded them coming out in the startup businesses themselves. “That’s why you relate to them,” Hubbard says. “The best things are coming out right there, right in front of you.” Hubbard and the Vladimirskiys try to translate that notion into very real creative relationships with their clients. They eschew the idea of being the kind of company in which the client comes to Butchershop with a developed set of ideas and simply says to the crew — as the Butchershop team call themselves — “Do it!” What they like to hear is where you think you are, what your thinking is, where you think you can go, what roadblocks you are encountering, where things are going wrong. “From that,” Hubbard says, “it’s our job to cultivate a package that is a recipe for success, that emphasizes what we call ‘the main idea, the singular thing.’” After being in business for some time, Black Star Beer’s owner, Minott Wessinger, wanted to give the company a home, and he chose Whitefish, Montana. He built a brewery there sixteen years ago. Simple as that. No focus groups. They made good beer. They had a stellar re-launch in 2010, for which they brought in Butchershop Creative. “Minott did the singular thing,” Hubbard says. “Build the brewery and make the best product you can. If you want to sell that beer, then sell it yourself! Hustle, make it work, share the story.” Hubbard describes Black Star as nothing less than “an American tale. It is one person, one at a time, hand over fist, winning people over. It’s a struggle. It’s a journey. And that’s the kind of client we like.” Passion and profession. Butchershop seeks a 50-50 relationship with its clients. The client gives Butchershop the main idea, “and we give them our minds,” Hubbard says. Butchershop insists on a relationship in which they are not simply doing the client’s bidding. The agency was founded on the principle that “we say when, we say how much, we say how often, we say where.” “We’re not prostitutes,” Hubbard grins. “People want to work with us because we offer partnership. We try to understand where the client is coming from, and to provide an honest, no bulls**t solution that works for them.” There is, to be sure, an irony to be found in startup success stories. Growth can lead to bureaucracies that often lead, not so ironically, to a slowdown of real creativity. “All big companies started out quick and nimble,” Hubbard avers, “and the good ones don’t lose site of their original culture. They’re the ones that are wonderful to work with.” Few companies, however, when they are successful and growing, retain that quickness. “You have what I call ‘The Iceberg Syndrome,’” Hubbard says, his head shaking back and forth with considerable chagrin, “in which a company gets so big — still turning out good products, mind you — and somehow, somebody loses the reins, and they end up on an enormous iceberg, floating on the dark, deep blue.” Trevor Hubbard realizes the importance of this with regard to Butchershop itself. “We’re doing very well. And we could say in a clipped monotone, well, ‘we’re a boutique agency in San Francisco that specializes in design, innovative technologies…’ Things like that. But that has nothing to do with the annihilation of inner baggage or being shut down or afraid to move, like our mission statement says. It’s much more honest to say, as we do say, ‘Butchershop is the coolest company you’ve never heard of.’”

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Soren Petersen: ROI on Design and Risk Reduction

March 26, 2012

Co-written by Jed Simms. Creating innovative products is fraught with risk due to the inherent gap between the knowledge one has and the knowledge one needs to make good decisions. Usually one knows only 5 percent of what is needed at the stage where 70 percent of the product’s cost is determined. At this juncture, one has to make a qualified bet on the design team’s ability to close the gap faster than the money is being spent. Fortunately, there is some predictability, since return on investment (ROI) and risk go hand in hand. Small incremental investments in product improvements offer small rewards at a low risk where market and technology are known, while breakthrough innovations have the potential of offering huge rewards along with large investments and potentially scary risk. With only a vague sense of the odds, this may look like pure gambling. However, unlike roulette, product development has four winning strategies that, when combined, vastly improve the return on investment. Applying the four steps: (1) Business definition, (2) Portfolio management, (3) Hedging product concepts and (4) Managing process, ROI in design is effectively managed, execution and market risk is systematically reduced while real ROI becomes transparent, measurable and controllable. One — Stating and agreeing upfront on what the new business-as-usual end states are to be and how the results are to be made operational, in clear specific measurable terms is the most important step to optimizing ROI. This is accomplished though formulation of a dynamic and inspirational design brief for the projects considered, describing how projects fit with the corporation’s strategy. The briefs describe the desired outcomes of nine design quality criteria: strategy (philosophy, structure and innovation), context (social/human, environmental and viability) and performance (process, function and expression). Formulating the brief requires all stakeholders to convene and consider potential options in business outcome terms and then co-create a brief that is flexible enough to adjust to changes in assumptions, new learning as well as to solidify the team and inspire action. Creating a brief is actually a small design specification project in itself for management to conduct. Two — Product portfolio management, like any investment portfolio, is balancing one’s portfolio for long-term ROI, determining which projects to initiate in the first place. This can be accomplished by spreading the corporation’s investment into combinations of low and high market and execution risks. The right mix depends on the dynamics of the market and the strategy of the corporation. Three — Option management by segmenting the product development process into a number of phases, small steps where investment is made for one phase at a time, each phase reducing risk though prototyping and testing. In addition one can hedge one’s risks by investing in parallel alternative designs during a phase and then pick the most promising product concept at its end for further development. Four — Comprehensive risk/reward focused project management is the strategy for translating the brief into real-time decisions and actions — it is where the rubber hits the road. As with rally driving, mastering project management takes lots of practice in holding the original business outcomes in mind while continuously managing activities and optimizing the allotted time and cost to meet the expected quality. Besides doing all of the above well, the key to totally optimizing ROI and risk is to recognize when the team has discovered unanticipated hurdles or unforeseen game-changing opportunities. Communicating these changes to management is crucial so they can reassess their investment, take advantage of the situation and plan outcomes to optimize the resultant ROI. As in life, luck in new product development is when opportunity meets preparation. Not just once, but every month, week, day and sometimes every hour. Long-term superior ROI is achieved when direction, preparation and execution is consistent and is clearly communicated to all project participants. Special thanks to Jed Simms for researching and co-writing this article.

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Ed Lawler: Sustainability: It Should Be About More Than the Bottom Line

March 26, 2012

Going green can be profitable — that is the conclusion of multiple studies that have looked at the financial outcomes of corporate efforts to improve their environmental impacts. By reducing emissions, packaging materials, and waste, Walmart, Unilever, and many other companies have been able to reduce their costs and improve their environmental impact. This has led some to conclude that the best way for corporations to serve society and to operate sustainably is to focus on reducing costs and maximizing their profits. I think that this is a flawed conclusion. The alternative to this profit-above-all approach is a sustainably effective approach that focuses on the triple bottom line of people, planet and profit. Organizations that practice and integrate sustainability thinking put it into all of their operations — they do not just work on what leads to profits. They integrate sustainability into their very DNA, and everything proceeds from that. These organizations measure themselves in all three areas and structure and design their operations to perform in ways that have a positive impact on all three. Another huge difference is that sustainably effective organizations don’t look at green or sustainable initiatives as special programs — as mere window dressing. One-off social or environmental initiatives are not enough. A sustainably effective organization makes much deeper and more comprehensive organization changes. Sustainable performance is a part of everything the company does — from how employees are managed to the overall structure of the organization and how work is designed. It must be part of the company’s identity and embedded into every aspect of the organization. My recent book, Management Reset: Organizing for Sustainable Effectiveness , explains what organizations must do to make this happen. A number of CEOs see the value of the sustainable effectiveness approach, including Kenneth Chenault of American Express and John Mackey of Whole Foods. In fact, Chenault has said that in order to pursue profits, corporations must act in ways that protect and enhance the world we live in. Many organizations still have the “profit-above-all” mentality. They focus primarily or exclusively on the obvious financial gains that exist from doing the right things environmentally and socially. If they do something that does not immediately have a positive affect the bottom line, they usually deem it a philanthropic act and strive to get public recognition for it. The problem with organizations that adopt a bottom line orientation toward sustainability is that they only do those things that are visible and have a quick financial payoff. They do not go beyond them to search for practices and policies that make sustainable performance a core issue in everything the organization does. They look for cost savings and try to avoid fines, public criticism and other negative outcomes. They spread a good veneer over the organization, but they do not change the essential nature of the organization. BP had a long history of being fined for damaging the environment and having a high employee accident rate even before the Deepwater Gulf of Mexico explosion. Does anyone remember the company’s “Beyond Petroleum” marketing efforts? BP started a highly publicized green energy business in order to improve its image, but it did not alter its commitment to profits above all else. And it did not redesign itself to achieve triple bottom line performance. The “problem” with the sustainable effectiveness approach is that it takes strong leadership at the top of a corporation to put it in place and a willingness to live with the reality that at least in the short-term it may not be the most profitable way to run a corporation. Thus, there is the issue of why a corporation should commit itself to this approach. One reason for adopting the sustainably effective approach it is that if more and more corporations adopt it there will be less and less need for government intervention into the private sector. The most important reason, however, is that it will lead to a world in which all of us will enjoy a higher quality of life. Let’s hope more and more corporations and their executives see the world this way and commit their organizations to sustainable effectiveness, not just sustainability programs. Crossposted from forbes.com .

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Mike Callicrate: Ex-GIPSA Head Seeks Apology

March 26, 2012

In an interview with WORC’s Western Organizing Review , Dudley Butler, former administer of the Grain Inspection, Packers and Stockyards Administration, has called on Sen. Pat Roberts (R-Kan.) to apologize for his veiled threats and knowingly lying about what Butler supposedly had said about the proposed GIPSA rule. Listen to his challenge to Roberts in this short audio clip here . WORC will publish the interview in April in the next edition of our newsletter. During a June Senate Agriculture Committee hearing, Sen. Roberts said, “To be perfectly blunt, this rule, as proposed, looked like a trial lawyers Full Employment Act. Better yet, I’ll read a quote from Administrator, Mr. Dudley Butler, regarding the core of the material in the rule. His quote, ‘That’s a lawyer’s dream, a plaintiff lawyer’s dream.’ He [Butler] was a plaintiff’s lawyer.” Butler had not been invited to the hearing. Butler’s quote, however, referred to the broad terms included in the Packers and Stockyards Act, not the proposed rule, which would have clarified terms in the act. Butler had made his statement well before the proposed GIPSA rule had even been published.

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David Isenberg: A Covert Mystery, Wrapped in Classification, Inside a Contractual Black Hole

March 26, 2012

Think about what we’ve experienced by doing oversight of private military and security contractors over the past decade in places like Afghanistan and Iraq. Think it was difficult? In fact it was very difficult, and in many cases it still is, despite a decade’s worth of learning curve. But at least we’ve learned from our mistakes and it can only be easier now, right? Well, actually not, Or as the old saying goes, you ain’t seen nothing yet, when it comes to overseeing contractors. That’s because we’ve barely begun to consider the use of private contractors in another critical, formerly primarily inherently governmental, national security realm. That would be, wait for it, the intelligence community (IC). Aside from the professional spook literature and the 2008 book, Spies for Hire , by Tim Shorrock, this remains a covert mystery, wrapped in classification, inside a contractual black hole, to paraphrase Winston Churchill. Don’t take my word for it. Instead, take a look at the article ” Outsourcing Covert Activities ” by George Washington University Law School professor Laura Dickinson and published in the Journal of National Security Law & Policy . She is the author of the 2011 book Outsourcing War and Peace: Preserving Public Values in a World of Privatized Foreign Affairs . When it comes to intelligence community’s use of contractors, it appears that at least sometimes the right hand doesn’t know what the left hand is doing. Dickinson notes that while the CIA and the Pentagon have now formally banned the use of contract interrogators and DoD has outlawed intelligence gathering by contractors, the lines appear to be blurred on the ground. Indeed, even after the military ban, former CIA agent Duane Clarridge reportedly established a private network of spies and information gathered by these agents to the U.S. government. Why does this matter? Dickinson writes: “Government privatization of covert activities is of particular concern. To be sure, reining in the excesses of government actors engaged in covert operations is a challenge even without outsourcing. This is because it is much harder to gather information about such activities, regardless of whether they are carried out by government employees or by contractors. And the tools of oversight and accountability we might deploy to control covert actors are especially limited because of the secrecy that these kinds of operations demand. Increased oversight by Congress and the general public through enhanced transparency laws such as an expanded Freedom of Information Act (FOIA), greater whistleblower protections, and agency reporting, may often be impractical.” Spoiler alert for those industry advocates who may think Dickinson is proposing to bar use of private contractors by the IC. She believes that outsourcing, even of covert operations, is here to stay, at least for a long time to come. “Most notably, a political culture that assumes the efficiency of the private sector (without necessarily accumulating data to prove it) makes the hiring of contract workers much easier politically than expanding the number of government employees or uniformed soldiers. Providing contracts to private employees serves the illusion that “government is not big” or “is getting smaller.” As a consequence, the starting point for my argument is that we should accept the reality of outsourcing and seek to control it better. We are in a brave new world, and we cannot ignore it. Accordingly, our best way forward is not to rail against the use of contractors in toto, but to provide better accountability for the contractors upon whom we increasingly rely.” She has various recommendations to improve oversight but given that we are talking about spy agencies after all, it is safe to say that expanding transparency (say what?) is not one of them. But she does have this rather novel recommendation: “Even for contractors conducting covert operations, we could require contract firms to install internal accountability agents with a role comparable to that of uniformed lawyers in the military. Such agents should be responsible for training employees, monitoring their actions, tracking abuses, and imposing sanctions in the case of such abuses. Perhaps the decision by Academi (formerly Blackwater) to appoint former Attorney General John Ashcroft as their lead ethics agent is a step in this direction.” Putting aside the fact that John Ashcroft and ethics are not normally words I use in the same sentence this might be something the congressional oversight committees might want to try implementing.

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Andrew Shaindlin: Will the Internet Obsolete Alumni Associations?

March 23, 2012

I recently spent a day lecturing at Carnegie Mellon University in Pittsburgh, Pennsylvania. As a small lunch hosted by President Jared Cohon, I met Andy Shaindlin — the very thoughtful head of Alumni Relations & Annual Giving. After the lunch we sat down to discuss the future of the Alumni function at universities, entertaining a very provocative idea — Will the Web Cause the Disintermediation of Alumni Associations? His views about how Alumni Associations need to transform themselves to avoid disintermediation were so stimulating that I asked him to write a blog about them. — Don Tapscott In 2008, I picked up a new book by the well-known author and professor Clay Shirky. The book, Here Comes Everybody , looked interesting. But the provocative sub-title is what hooked me: The Power of Organizing Without Organizations . My entire career has depended entirely on the success of a very specialized kind of organization — an alumni association. I needed to check this out. And I quickly found what I was looking for. On page 66, in a discussion of bloggers’ relationship to traditional news media, Shirky wrote: “[Blogs] are not merely alternate sites of publishing; they are alternatives to publishing itself…” In mid-2008, when I read this, there was a lot of speculation as to what online social networks’ long-term roles would be… I did a quick word-substitution exercise and produced the following version for my profession: Online social networks are not merely alternate sites for alumni organizations; they are alternatives to alumni organizations themselves. Before this, alumni relations professionals and university fundraisers had been thinking about how to recreate the features of popular social networks on our own websites: Facebook has photos to go with members’ profiles? We’ll let alumni add their photo to our alumni directory! LinkedIn lets users list past jobs? We’ll add a field for “Past employment” to our alumni directory! One problem with this approach was that we focused almost entirely on the features of our so-called online communities, instead of explaining the benefits. We were like car salesmen, telling buyers, “Our vehicles have 270 horsepower” — instead of explaining that “you can go from zero to 60 in under 5 seconds.” Another problem was scale. Behind our ivied walls, we arrogantly believed that exclusivity was all-important. For the average alum, however, valuable though the alumni community might sometimes be, having one’s many networks connect to each other was more important. Classmates, neighbors, co-workers, friends, family — they were all on Facebook (or soon would be, it was clear). So why require yet another URL, username, password, and profile when alumni could already do it all on a single site? Or on two sites, once LinkedIn became known as “more professional” than Facebook. So scale trumped exclusivity and alumni websites lost the battle for online community. But to this day, it’s as if alumni associations still don’t understand what happened. We still pay tens of thousands of dollars every year for “online community” software that alumni don’t want, but that alma mater just can’t bear to give up. Why? Fast forward to 2012. Many alumni associations stubbornly cling to the idea that alumni relationships should be hosted on a .edu website. But we’ve grudgingly populated Facebook (Groups, then Pages), LinkedIn (individual profiles, then Groups), and Twitter (individual streams, then institutional ones). And many of us, including some campus marketing and communications professionals, haven’t yet acknowledged that online social platforms aren’t broadcast outlets. People join Facebook to share their interests, ideas and activities with friends and family, to tell stories about what matters to them. They don’t join because they need to download a PDF of the press release announcing this year’s teaching awards. Communities like ours (as opposed to individuals) must learn to maintain slightly more modest expectations about how alumni will interact with us online. And yet, things are changing at last. Several signs point to a more effective accommodation between alumni associations and the online venues that have usurped their roles. For example: We finally understand that we’ve lost the monopoly we long-held over data. Itching to get back in touch with your old flame from senior year? Powerful online search means you’ll scan Google, Facebook and LinkedIn without wondering whether alma mater will put you back in touch. The alumni directory is dead. We don’t expect alumni to come to our website for discussions. Facebook comments, LinkedIn Group discussions, and tweets are the coin of the realm (plus the occasional blog post, Tumblr, or maybe — someday — Google+ Hangout). Our outdated bulletin boards have always been a wasteland, but we’ve finally stopped gazing at them expectantly. We’re becoming accustomed to small, dense networks of alumni planning and holding their own mini-reunions. Ubiquitous, free online event software (including built-in tools on popular social sites) enables alumni to choose the date, time, format and cost of alumni events. And the volunteers can pick and choose who makes the invite list, and who is excluded. We can sum up the outcomes of these examples just the way I interpreted Shirky’s observation in 2008: Alumni are organizing — without alumni organizations. This is a function of technology’s influence on group behavior. Accepting this means we need no longer devote our staff time (and meager budgets) to fighting Facebook for attention. And if we’re prudent, we’ll use these newly liberated resources to establish our next viable role in the lives of alumni. But what is there left to do? Alumni associations’ future roles will be less authoritative and more participatory. They will be equal contributors to online conversations, not know-it-all sources of official information. There are too many channels for alumni to choose from when seeking solutions to real-life problems. We’ll need to be happy serving as one source among many, and will need to adjust our expectations for online interaction accordingly. And I’m sure we can make the transition. The question is, will we do it before we render ourselves obsolete to alumni? Because when that happens, we’ll be obsolete to our institutions as well. Andy Shaindlin has 23 years of experience in higher ed, and holds a master’s degree in education. He is the founder and author of the Alumni Futures website (http://alumnifutures.com), and tweets from @alumnifutures.

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Adam Levin: The Next Bubble: Is It Time for the Feds to Cap College Tuition?

March 23, 2012

At $1 trillion dollars, student loan debt has eclipsed credit card debt for the first time in American history. To make matters worse, come July 1 the interest rate on federally subsidized Stafford student loans will automatically double, from 3.4% to 6.8%, unless Congressional action is taken to extend the lower rate before then. Depending on which side of the aisle you choose, extending the lower rate will cost between $3 billion and $7 billion per year (estimates from the center of the aisle hover around $5.5 billion). The problem is not simply the interest rate. Loans for college are often taken out directly by parents, or guaranteed by them, and the debt can easily run into six figures. This could ultimately threaten their credit ratings , retirement funds, and even their homes. All of this boils down to a simple truth that just about anyone who is either actively paying for college or contemplating it already knows. When it comes to financing higher education in the United States, we’ve got a major problem. But if you’re like me, intuition isn’t enough. So allow me to paint you a thoroughly disturbing picture. According to Finaid.org, parent debt relating to their children’s education has more than doubled in the last 10 years . In 2010, for the first time ever, $100 billion in student loan debt was disbursed . That’s about 10% of all outstanding student loan debt handed out in one year. It is not a problem associated with any particular tax bracket. The willingness of parents to cosign for tuition loans exists across all levels of income. President Obama was recently criticized for his stance regarding the need for an education (I believe the exact word used was “snob”), but the desire for higher education has been part of the American persona for centuries. Around 1780, John Adams observed : “I must study Politicks and War that my sons may have liberty to study Mathematicks and Philosophy. My sons ought to study Mathematicks and Philosophy, Geography, natural History, Naval Architecture, navigation, Commerce and Agriculture, in order to give their Children a right to study Painting, Poetry, Musick, Architecture, Statuary, Tapestry and Porcelaine.” He also observed : “There are two types of education… One should teach us how to make a living, and the other how to live.” God love him, Adams was part, and a perfect harbinger, of the problem that we face today. The first part of that problem is that somewhere along the way it became politically incorrect to suggest that college might not be right for every young American. Although the student loan problem was created by loans for all kinds of post-secondary education, tuition for college programs represents the vast majority of the debt especially in cases where the amount owed is large. It became government policy to encourage kids to go to college, just like it became government policy to assist everyone in buying their own home. It’s a laudable goal, and statistics indicating the lifelong value of higher education are compelling. The problem is, somebody’s got to pay for it, and with the US getting relatively poorer–straddled with huge national debt, dependence on foreign oil, and high unemployment–the burden on American families is growing geometrically with no relief in sight (other than increasing government assistance). The second part of the problem is that while a traditional liberal arts education may be able to teach a student how to live, it often doesn’t do as well when it comes to teaching them how to make a living (unless there’s a few million in a trust fund). A study recently released by Young Invincibles , a nonprofit advocacy group for young adults, found that almost two-thirds of U.S. student-loan borrowers did not understand at least some elements of their loans or the student-loan process. About 20 percent of the respondents, who had an average of $76,000 in student debt, reported that the size of their monthly payments was a surprise. Granted this is not about the nuances of how to live well—it’s a question of how to get by, and it’s fair to say that those folks weren’t too well prepared for that. They are also not too well prepared for making a living. A 2010 GAO report criticized the high-pressure sales tactics, lack of job placement, and student loan abuses found at many online and for-profit colleges . To qualify their students for federal loans and other benefits under Title IV (which is the provision of the Higher Education Act of 1965 under which most government-backed student loans are made), educational institutions must show that their programs offer “Preparation for Gainful Employment.” The rules require measurement of criteria such as how many students from a given school are delinquent in loan repayments, job placement success, annual gross and discretionary income of the former students once they’ve entered the workforce, and so on. Bear in mind that some for-profit schools have literally hundreds of thousands of students, and derive as much as 90% of their gross tuition revenue from Title IV financing. The underlying cause of this proliferation of big-box education is the rapidly accelerating cost of higher education in America. According to the College Board , average inflation-adjusted tuition at public four-year colleges rose by 29% in the last 10 years; the increase at private four-year colleges was 22% during the same period. In other words, the price of a college education is rising at more than double the rate of inflation. That said, has the value of a college education increased commensurately? And, as prices have risen, so have student loan defaults. According to the U.S. Department of Education , the default rate rose from 7 percent in fiscal year 2008 to 8.8 percent in fiscal year 2009. Defaults increased in all sectors — from 6 percent to 7.2 percent for public institutions, from 4 percent to 4.6 percent for private institutions and from 11.6 percent to 15 percent at for-profit schools. So let’s recap: We start with an impulse that is part and parcel of the American dream. Well-meaning federal policy is then promulgated to encourage the pursuit of that dream, largely by means of government-guaranteed loans. The availability of that funding creates a sort of moral hazard. Enter well-meaning and not-so-well-meaning guys who encourage–fairly or fraudulently–lots of folks to take advantage of those loans so that the not so well-meaning guys can make a very large and very fast buck. Many (or most?) of the citizens who take that loan money really don’t understand what they’re getting into, and many of them (if we are honest about future potential earnings) shouldn’t be dreaming that dream in the first place. The demand created by the availability of those loans drives up the price of the dream; and then defaults increase precipitously. [Related Story: Defaulting on Private vs. Federal Student Loans ] It’s a bit like the real estate bubble, no? If the interest rate on student loans is doubled this summer, the camel’s back will break and we will be facing yet another large-scale crisis like the one that crippled the economy in 2008. There are a lot of people who want a college education for themselves or their kids–as there are a lot of people who want to own their own home. In the glare of hindsight they couldn’t afford it. But because they already paid for it with government-guaranteed largesse, one way or another it will become the taxpayers’ burden, unless perhaps the government does something to regulate how much a college education can cost. This article originally appeared on Credit.com .

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Ali Noorani: Bipartisan Visa Reform? Hold on

March 22, 2012

Think it’s hard to get the 60 votes necessary to quash a filibuster and get something done in the U.S. Senate? Forget the supermajority: A single senator can hold up a vote for months on end — even on a bipartisan bill that serves the needs of our economy. Example A: Sen. Chuck Grassley of Iowa and the Fairness for High-Skilled Immigrants Act. Democrats and Republicans in the U.S. House of Representatives performed a modern-day political miracle in November by coming together to approve this bill, which would restore balance and fairness to the distribution of employment- and family-based immigrant visas. Introduced by Rep. Jason Chaffetz (R-UT), and Rep. Lamar Smith (R-TX), it passed 389-15. The bill would provide a small yet important fix to the distribution of employment- and family-based visas, which is arbitrary in nature and inconsistent with basic supply and demand principles. Under current law, Iceland and Belize have the same cap on visas as India and China, two countries that provide the U.S. with large numbers of science, technology and engineering professionals. This archaic approach has created huge backlogs in countries with high numbers of employer-sponsored immigrants. For example, workers from India currently face waits of up to 70 years — yes, 70 years — to receive a green card. That is not good government. Likewise, naturalized citizens and permanent residents from countries such as Mexico and the Philippines run up against years-long backlogs when trying to reunite with their loved ones. The Fairness for High-Skilled Immigrants Act eliminates one of the obstacles for the people who have been waiting the longest for employer- or family-based green cards. Sen. Grassley, an army of one when it comes to blocking smart immigration policy, placed a hold on the legislation in December. He cited concerns about “future immigration flows” and “that it does nothing to better protect Americans at home who seek high-skilled jobs during this time of record high unemployment.” The senator is turning a blind eye to the fact that Americans at home face the same amount of competition for jobs now that they would if the bill became law. The legislation does not increase the total number of visas; rather, it simply redistributes the existing pool. In fact, the minimalism that makes the bill politically palatable to 389 representatives and, for all we know, as many as 99 senators is also what limits its reach. If, one day, we get to celebrate the bipartisan support for this measure, we can do so only insofar as it lays the groundwork for broader immigration reform. Having proved they can join forces, Republicans and Democrats should do so in the name of fulfilling our economic need for skilled workers of all kinds. From the skilled engineer to the skilled farm worker, our economy depends on immigrants and immigration. For starters, legislators could add to the total number of visas by simplifying and shortening the green-card application process for international students who earn advanced degrees from American universities. Such a change for graduate students in science, technology, engineering or mathematics would encourage technological innovation on our shores and create jobs in the process, as Stuart Anderson, Executive Director of the National Foundation for American Policy, points out in a recent policy brief . We also must look beyond advanced degrees and recognize that skilled immigrants create jobs in all sectors of the American economy. For instance, the job of a skilled immigrant farm worker is directly tied to other “upstream and downstream” U.S. jobs as someone needs to transport, package and process a farm’s output. Studies by the U.S. Department of Agriculture suggest that about three U.S jobs are tied to every job on the farm. If a labor shortage forced a shift to overseas food production, all of these jobs would disappear. That’s without mentioning the economic disadvantages of importing more of our food. Recruiting skilled workers, in concert with increased investment in education and training for U.S. workers, will make the American workforce more competitive. By limiting or excluding immigrants, we only hobble ourselves. For now, even modest reform is on hold. But even if we have the opportunity to applaud members of Congress for a small visa-reform bill, we must continue to push for more meaningful policy changes that match our economic reality with our need for a skilled workforce. It is time to set our sights higher. Ali Noorani is the Executive Director of the National Immigration Forum .

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Denice Kronau: Spending Time With People I Admire Makes Me Happy at Work

March 22, 2012

If you’re someone I admire, please come sit next to me. I could use a little time breathing the same air as you. Most people I know admire people who are out of reach — Mother Theresa, Derek Jeter, Lady Gaga — to name a few and I do as well. We all have role models who inspire us. And many of us admire “the usual suspects”: our parents and siblings. Over the years, I’ve realized that I also admire a lot of people I work with. It starts with attraction and no, I don’t mean in a creepy want-to-have-sex-with-you kind of way. I meet someone new at work and there’s a spark that gets my attention: either from what they say, or their demeanor, or their personality. Something intrigues me about this person, and as we spend more time together I often find that the initial attraction turns to admiration. I turn into a groupie. Usually it’s not the people at the top of the work hierarchy whom I admire. Most of the time, it’s the folks who are in the lower ranks of the organization. Let me give you an example. I have a colleague, let’s call him Sam, who’s five years out of college, so he’s just beginning his career. Several years ago, he started a project to build a health care clinic in one of the poorest regions in the Amazon in Peru. In effect, this is his hobby. At the risk of sounding like my grandmother, when I was Sam’s age my hobby was watching TV. I’ve thought about why I admire certain people at work. Maybe I’m attracted to qualities that I know I lack, but I think it’s simpler than this. I feel good when I’m around them. It’s like I’m hoping that some of their character will rub off on me if I sit next to them at a meeting. I also like seeing their impact in the moment we’re together. Think about the people you admire. Why do you admire them? Are there people you admire at work? Do you get to spend time with them during your normal work day? I have people I admire who I see very often. But, if I am having a bad day: watch out! I stalk the people I admire when I am having a bad day — just being next to them seems to be an antidote to whatever is making me miserable in the moment. Sometimes I ask them for advice, mostly, I just enjoy the light they bring to my dark mood. Why am I writing about this? Simply because it’s one of the things that make me happy at work: I like spending time with people I admire. I walk away from these encounters feeling better, energized, motivated and just… happy.

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Ben Hallman: Home Loans Can Walk, Your Mortgage Nightmare Explained

March 22, 2012

We may question the need for 17 brands of dishwashing detergent, but giving consumers choices is an excellent check against many types of harmful behavior of companies that make and sell products. Sell pet food that kills cats and dogs , manufacture a pickup truck with an exploding gas tank , or even try to spin off your popular DVD-by-mail business, and customers will flee. “This is the classic market response,” said Katherine Porter, a consumer law professor at the University of California. “Consumers vote with their feet.” But when it comes to buying a home, these market forces are largely neutralized. That’s because debt also has feet. These days home loans, especially loans in default or otherwise in distress, get traded around more often than a mid-career relief pitcher. The lender that makes the loan may sell it to an investor, like Fannie Mae and Freddie Mac, or another bank. Sometimes the original lender gets bought out by another bank and the loan is transferred. For homeowners who remain current on their payments and can avoid financial distress, it rarely matters who owns or services their home loan. But when times get tough, that changes. Jesus Gomez knows this firsthand. His home loan, originally with Charter Bank in New Mexico, has been sold at least three times since Charter was seized by federal regulators in 2010. In 2008, Gomez borrowed $146,446 from Charter to refinance the mortgage on his Albuquerque home, which he built a few years earlier on land inherited from his grandfather. He subsequently lost his job as the beverage manager at a local Marriott and fell behind on his mortgage. In 2010 Gomez applied for a loan modification with a newly formed Charter Bank, now a subsidiary of Beal Financial Corp. of Plano, Texas. The bank turned him down, claiming he hadn’t submitted all the proper documentation, then foreclosed just before Christmas that year. Gomez, 32, says he kept photocopies of everything he mailed or faxed to the bank, which proves that he did, in fact, send all the proper documents. In court documents filed to fight the foreclosure, Gomez says that the “constant shuffling of the loan” led to confusion and mistakes. According to balance statements sent by the bank, Gomez missed at least five loan payments — but Gomez claims he made some of these payments and they were misapplied or not properly credited to his account. Last summer, he was on the cusp of finally getting the foreclosure filing against him dismissed and winning a loan modification, he said, when the loan changed hands again. Ownership transferred to Beal Bank, another subsidiary of Beal Financial, and Gomez started from scratch dealing with a different lawyer hired by the bank. “Every time I would try to work something out (the loan) would get bought and sold,” Gomez said in a recent interview. It’s not clear why Gomez’s loan bounced around among various Beal entities. A Beal Bank spokesman declined to comment on the case or on bank policies. Porter, who has written extensively about the mortgage market, said the separation of loan from lender goes a long way to explaining why banks and so-called mortgage servicers so often bungle the job of managing home loans. In recent years, some loan servicers engaged in pervasive document fraud in order to speed foreclosures, refused loan modifications for qualified candidates, and wrongfully foreclosed on borrowers. Recently, five major banks agreed to pay $25 billion to resolve an investigation by state and federal officials into these practices. These abuses are a direct outgrowth of all this walking mortgage debt. According to the Federal Reserve, of about $14 trillion in outstanding mortgage debt, nearly $8 trillion is currently held by private investors, or by the government-controlled giants Fannie Mae or Freddie Mac. Most of the rest is held by banks, though this debt also is frequently bought and sold. The bank’s customer is now the “investor” — not the homeowner. “You shouldn’t expect those kinds of relationships to be responsive to consumer complaints,” Porter said. There are a few reasons to hope — if not quite believe — that the relationship between homeowners and the entities that own and service their loans will improve. As part of the mortgage settlement, five banks promised to institute dozens of reforms in how they manage loans. The government has promised stiff penalties of up to $1 million per violation for those that violate the terms of the deal. Porter was recently tapped by California Attorney General Kamala Harris to ensure that the banks do as they promised. But as The Huffington Post has reported , the banks have made many of these same promises, and then promptly ignored them, in the past. (Beal Bank was not a party to the settlement). The new Consumer Financial Protection Bureau, created as part of the financial reform bill passed in the wake of the financial crisis, has also targeted the mortgage market as one of its top priorities as it tries to make borrowing more fair for consumers. But these regulators don’t have the authority to stop the securitization of loans, or to change how the financial institutions that service loans are compensated, which in some situations makes foreclosures a more profitable option than a loan modification. There also hasn’t been much indication that the true customers of the loan servicers — investors that own the loans — care ready to get serious about protecting homeowners. Loans held in pools are managed by trustees who are worried about returns, not foreclosures. So what is a prospective home buyer to do? Small banks and credit unions also often sell their loans, but there are some exceptions. The State Employees Credit Union in North Carolina, one of the largest credit unions in the country with $24 billion in assets and 1.7 million members, services all of the loans that it originates — even, in the rare instance when it sells those loans to someone else. When a member is 30 days delinquent on a payment, he automatically is entered into the credit union’s mortgage assistance program — and, in what would be a shock to many large bank customers who struggle just to get a representative on the phone — are invited for a face-to-face meeting with an employee to hash out a plan. There are some potential downsides: The credit union doesn’t forgive debt in any situation, so underwater borrowers, who owe more on their mortgage than their home is worth, aren’t eligible for principal reduction. Underwriting standards have traditionally been tougher, But Mark Coburn, senior vice president for loan servicing at the Credit Union, said that well over half of the members who entered the program are either current on their payments for more than six months or on track to get there. Gomez may finally be on track, too. Last week, he was approved for a trial modification with payments of $1,254 a month. He accepted. Gomez said the experience did lasting damage to his credit and job prospects. A local Sheraton recently turned him down for a job as a food and beverage manager after they ran a credit check, he said. He said he didn’t know when he took out his mortgage that it could be bought and sold. “Here you are signing this obligation to make payments for the next 30 years,” he said. “Six months down the line you hear, ‘we don’t own this loan anymore, we sold it.’ It’s been an eye-opening experience.” Photo by Jake Martin

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Jamie Henn: The Keystone XL Zombie Rises

March 21, 2012

The fight against the Keystone XL tar sands pipeline is starting to feel more like a bad horror movie everyday. Just when you think our heroes have struck a fateful blow, out comes a hand from the soil. “The zombie lives!” This Thursday, President Obama will travel to Cushing, Oklahoma to give a press conference in a pipe yard owned by TransCanada, the company that has been trying (and failing) to build the Keystone XL pipeline for the last few years. The president is expected to trumpet his commitment to fast-track the southern leg of the Keystone XL pipeline and may even go so far as to endorse the entire project itself. I’m not sure what campaign advisor convinced the Obama team that this press conference was a good idea, but they’re way off the mark. Let’s be realistic here: no matter what President Obama does, Big Oil and Republicans are going to continue to accuse him of being anti-oil development. Case in point, Obama’s speech in Oklahoma is being protested by oil workers who, no doubt, will be chanting “Drill, Baby, Drill” even though the president has opened up more drilling than any of his predecessors. Try as he might, Obama just isn’t going to get Big Oil to call off their dogs. Instead, the Cushing speech will make President Obama look like exactly what his campaign accuses Romney of being: a flip-flopper, the etch-a-sketch politician who tilts whichever way the wind blows. Instead of letting him stand on principle, Obama’s advisors are forcing him to walk a difficult tightrope. We’ve seen this circus before on health care, immigration, gay rights — come to think of it, nearly every progressive issue near and dear to the coalition that came together to elect this president in 2008 (and the coalition he needs in 2012). The press conference is especially disappointing because the president actually has plenty of accomplishments he could be celebrating. The historic fuel efficiency standards the administration has supported will do more to save consumers money at the pump than any drilling or pipelines ever could. The president’s stimulus package was the largest investment in renewable energy in our nation’s history. Just yesterday, I toured the National Renewable Energy Lab where federal dollars are funding research into thin-film solar technology and other breakthrough technologies. Imagine the press event the president could have done if his advisors weren’t convinced that more pandering to the Corporate Right would change his polling numbers. Instead of going to Cushing, President Obama could have gone to Nebraska and stood on stage with ranchers and landowners and talked about the need to stand up to a foreign oil company that’s trying to build a leaky pipeline carrying dirty oil across America’s heartland, putting our nation’s land, water, and climate at risk. He could have rallied the country to stand up to Big Oil and support a clean energy economy that could put Americans back to work and help solve the climate crisis. And he could have continued his push against the $4 billion in subsidies that Big Oil receives every year. After he leaves Cushing, the president will travel to Ohio State University, where he will quickly talk out of the clean energy side of his mouth and talk about supporting renewables and cutting subsidies. But instead of being met with cheers from environmentalists and students, the president will be met with protesters rallying against Keystone XL and fracking, another practice that the administration is tight-roping on. These protests will only continue as the election gets closer unless the president can convince these young people and advocates that he really does stand with them and not the fossil fuel industry. So, in the ongoing epic summer-blockbuster type struggle against the fossil fuel industry, where do our heroes go from here? Last week, Bill McKibben laid out some next steps in a video that’s been viewed by over 25,000 activists around the country: Going forward, we need a multi-pronged approach. We’ll keep up our strong opposition to Keystone XL, supporting efforts all along the pipeline route to block TransCanada from moving forward with the project. We’ll also go on the offensive in two key ways, first, by pushing for an end to fossil fuel subsidies, and second, by taking on other iconic fossil fuel fights across the country. Throughout, we’ll continue to remind people of the underlying goal that links all of these efforts: stopping the climate crisis. (This week, 350.org will be launching a new effort to connect the dots between extreme weather and global warming — look for more info on that soon). As Bill has said, “There are no permanent environmental victories.” The fight against Keystone XL has helped galvanize a grassroots movement across the country. President Obama and Big Oil should be under no illusion that a couple of announcements about fast-tracking half the pipe are going to slow us down. If anything, setbacks like his help energize movements and make us stronger for the fights ahead. The Keystone XL zombie may have risen again, but our heroes are regrouping all across the country. Stay tuned.

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2morrowknight: TweetMyJobs and Social Recruiting

March 21, 2012

Also co-written by Glen Gilmore As America climbs out of its worst economic crisis since the Great Depression, many platforms are being created that connect businesses with the prospective employees who can complement and enhance their workforce. One such platform is TweetMyJobs , a successful firm that has fundamentally changed the way jobs are searched online. Named by PC Magazine as one of the “10 Best Job Search Websites,” they are what you would call a true pioneer in “social recruiting.” “Social recruitment,” the practice of using social networks as a platform for matching job openings to job seekers, is a phrase of relatively recent vintage, though it as a practice that many companies are working hard to tap into. Panero, Tiffany & Co., Radio Shack and Verizon, among others, are ahead of the curve, and use TweetMyJobs’ services to recruit employees. TweetMyJobs’ impressive online infrastructure has also caught the eye of the White House, local politicians and even tech enthusiasts. These contacts have helped enhance its ability to employ Americans workers using the ever-increasing power of social networking. Its groundbreaking agreement with the City of Atlanta further illustrates this point. Its Twitter profile proudly proclaims, “We’re the leading social recruitment and job distribution network, working hard to match job seekers with employers.” From its tweets and its activities, it seems that it just may be. TweetMyJobs’ visionary CEO Robin D. Richards granted us an exclusive interview. TweetMyJobs had more than 2 million interactions on Twitter with job seekers and businesses last year. That’s a tremendous number, confirming just how popular social recruiting has become. Social recruiting is all about distribution in real time. Job seekers not only want highly relevant job matches, which we provide, but they want them wherever they are (on any device — be it e-mail, text message or on social networks like Twitter) and whenever they please — instantaneously, daily, weekly, etc. That’s the power of social recruiting. Great job matches, where you want them, when you want them. Your firm was asked by the Obama Administration to help with its jobs initiative for military and young adults. How did that come about? We were very proud and honored to be selected as one of the partner technology companies for the Joining Forces Initiative . We were introduced to the CTO of the United States through our contacts at Twitter and made a commitment, along with a number of other technology companies including Simply Hired, LinkedIn and Google, to help the initiative. We contributed by making job listings easier for veterans of the armed forces to find through TweetMyJobs, as well as establishing veteran-specific job channels on Twitter for every state and major metropolitan area, a special landing page for veterans to find and follow these job channels, and custom notification alerts for veteran committed jobs. Explain how the TweetMyJobs ground-breaking agreement with the City of Atlanta came about, and what it entails. We have embarked on a public-private partnership with Mayor Kasim Reed and the City of Atlanta, focused on connecting local businesses with city residents seeking employment. The initiative is ground-breaking, as Atlanta is showcasing its role as an early adopter and forward-thinking city by leveraging the power of social networks and mobile distribution to help combat unemployment — as well as to help employers and job seekers use a new platform, at no cost to either the job seeker or the employer. In addition, the City of Atlanta Jobs Platform will deliver robust analytics to city officials. This data will provide government leaders with hyper-local insights that can help steer key strategic decisions to foster future job growth and enhance relations among the government, employers and citizens. It’s a win-win for all involved. You’ve expressed a strong interest in taking the framework of the Atlanta partnership to a national level. Any recent developments that you can share that are moving this one step closer to reality? We’ll be making another announcement very soon. Governments, on a local and national level, truly have enormous power to help bridge the gap between the jobs their residents are seeking and the positions available in their regions. We’re proud to power these initiatives as the technology platform that puts these great policy ideas into action. Watch this space for more announcements soon. How can social media in general embrace this type of jobs-and-recruiting platform? The key to making any technology platform a success is continued engagement and awareness. Whether that’s an influential politician like Kasim Reed tweeting to his constituents or spreading the word at his annual State of the City address to thousands of attendees, an e-mail campaign to job seekers, or posts on Facebook and Twitter, when there’s such an important cause at stake — jobs in this country — then it’s up to us as a social media community to spread the word and make sure that employers and job seekers don’t miss out on these innovative, new social platforms in the career space. This infographic video below, courtesy of TweetMyJobs, illustrates their commitment. WATCH : For more information on TweetMyJobs, friend them on Facebook , and follow them on Twitter .

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Erica Diamond: The Interview With Craig Newmark, Founder of craigslist

March 21, 2012

If you follow this blog, you know that I go after what I want. With RELENTLESS DETERMINATION. There is an interview I’ve wanted for some time. It was Craig. THE  Craig, founder of craigslist (who nicely corrected my spelling of CraigsList, explaining it should be written in all lower-case). The way he spells craigslist and his newest initiative, craigconnects , is just so very Craig — understated, modest, simple. When I interviewed him, I kept challenging him for more MEAT, more stories, more guts, for all my women who love details. But I learned something from Craig. Sometimes, less is more. He’s concise and precise. But that doesn’t mean he isn’t all heart. Cuz he is. When I blamed my demand for more ‘meat’ on the battle of the sexes… that women are ‘oversharers’ and men are ‘undersharers,’ he told me, “That’s all I got.” So, in the words of my uncle who always tells his daughters to “land the plane” when they go off on a tangent, enjoy this simple, but powerful interview from a remarkable entrepreneur and do-gooder in this universe, Craig Newmark. As an entrepreneur myself , since the age of 24, I am fascinated by people who have a vision and who successfully bring that vision to human beings around the globe. It seems only fitting that Craig should be here. Without further ado… Craig, I have been a long-time user of craigslist and have made quite a bit of spare change selling my old high chairs, baby car seats and strollers! What a great site and concept. Tell us how the idea was born, and why do you think craigslist became as successful as it did? It seems an easy enough concept to copy. What made it so unique? Well, in ’94 I was at Charles Schwab & Co., showing people the Internet and suggesting we’d do business that way someday. Also, I saw a lot of people helping each other out. In ’95, early, it seemed time for me to give back, and I started a simple arts and technology events mailing list. Also, I solicited feedback, and did something with that feedback. We continue that ask/act cycle to this very day. What seems to make craigslist work is our deal about “doing well by doing good,” and by providing a platform where people can help others with everyday basic stuff. That starts with helping get a job and a home, and goes from there. The “doing well by doing good” thing is unique in our area, as far as I can tell. Your bio on Twitter says, “Customer service rep and founder for craigslist.” Either you’re a very humble man, or I’m not sure what! Tell us what craigslist means to you today, and tell us more about your newest initiative, craigconnects.org. I earn my living wage by being a Customer Service Representative.  Haven’t coded software at all this millennium, so it’s really that simple. craigslist does serve as a platform where people help each other for the basics, and also, shows people that the Internet is good for mutual support. I do feel pretty good about that. In the short term, craigconnects is about me standing up for people who do really good work in areas I believe in.  Some of these are helping vets and military families, back-to-basics journalism and fact checking, open government, consumer protection, and technology for the public good.  I just did a long blog post on our craigconnects.org website talking about what we’ve done in the past year. craigconnects, in the long term, is my attempt at figuring out how to get everyone to work together for the common good. My deal is that the Internet will provide a number of platforms for making that happen. I’m giving twenty years to that effort. Tell us about your thoughts on keeping the Internet free. I know you have a strong voice on this matter. This has been quite a hot topic lately with SOPA. SOPA was about shutting down websites at the whims of the powerful, often to suppress free speech. Free speech is a big part of what a “free Internet” is about. We need to prevent bad legislation from preventing people from helping each other out. SOPA was about that. More importantly, the SOPA thing was a wakeup call for the Internet community, and we’re realizing that we need to work together to stop similar malicious efforts. As an entrepreneur named ‘ Time Magazine’s  Top 25 Most Influential People on the Web’ what 3 tips would you share with someone who wants to start their own business, online or other? Many of our readers are wannabe entrepreneurs and mompreneurs. What do you feel makes for a great recipe for business success? Well, I figure people should treat others like they want to be treated, which translates into serious customer service. Realize that you can’t make everyone happy. Do something real, and keep it simple. When are you the happiest? When I feel like I’m deeply engaged with what I should be doing with my life. I do love playing with babies, see the photos of Charlie and me on Facebook . What do you make of all this social media madness and online explosion? What’s real and what’s hyped and falsely inflated? I think it’s real and effective when done well. However, there are people professing social media expertise who lack it, yet they’re billing hours for it. People need to reality test, and also to stay the course. And finally, I often ask in my interviews, what is on your Bucket List? I don’t really have one. I’m tired. ***** About Craig Newmark, in his own words… I’m Craig Newmark. Here’s the first thing: I’m not as funny as I think I am, but sometimes I can’t help myself. I was born in Morristown, N.J., in 1952. Right now, I live in SF. There are other places I think about living, but San Francisco and I seem to be a pretty good fit at the moment. When I went to college I was going to study physics, but instead I got into computers. I had a lot of hair back then. And just like you’d expect I wore a plastic pocket protector and thick black glasses that were taped together. I earned my bachelor’s and master’s in computer science from Case Western Reserve University. I was and will always be a nerd. I was with IBM for 17 years, and then worked for GM, Bank of America, and Charles Schwab until the late 1990s. In 1995 I started helping my friends out by putting stuff together online about events in San Francisco. That project became craigslist — but who knew? Now we’re one of the 10 most-visited English language web platforms on the planet. Really not because of me, I’m really bad at business stuff, but because at least I was smart enough to hire Jim Buckmaster to run the biz and I mostly got out of the way. See, most people assume I run craigslist, but I don’t. It’s run by a small group of very smart people who have stayed loyal to the idea that it should be simple, fast, mostly free, and “bottom-up” oriented. I’ve been involved, of course. I’ve done customer service from the beginning and am committed to it forever. It keeps me anchored to reality. Beyond that, I’ve learned a lot that can be applied to the common good and I’m doing that on craigconnects . I don’t expect to be a “leader” with this thing. I’d rather be a builder. I’d like to build a way for people doing good work to connect, to learn from each other, protect each other, and then I want to get out of their way. I hope you’ll join in and help. Thanks! — I’d love to know what your thoughts.

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Ann Tran: TweetMyJobs and Social Recruiting

March 21, 2012

Co-written by Glen Gilmore. As America climbs out of its worst economic crisis since the Great Depression, many platforms are being created that connect businesses with the prospective employees who can complement and enhance their workforce. One such platform is TweetMyJobs , a successful firm that has fundamentally changed the way jobs are searched online. Named by PC Magazine as one of the “10 Best Job Search Websites,” they are what you would call a true pioneer in “social recruiting.” “Social recruitment,” the practice of using social networks as a platform for matching job openings to job seekers, is a phrase of relatively recent vintage, though it as a practice that many companies are working hard to tap into. Panero, Tiffany & Co., Radio Shack and Verizon, among others, are ahead of the curve, and use TweetMyJobs’ services to recruit employees. TweetMyJobs’ impressive online infrastructure has also caught the eye of the White House, local politicians and even tech enthusiasts. These contacts have helped enhance its ability to employ Americans workers using the ever-increasing power of social networking. Its groundbreaking agreement with the City of Atlanta further illustrates this point. Its Twitter profile proudly proclaims, “We’re the leading social recruitment and job distribution network, working hard to match job seekers with employers.” From its tweets and its activities, it seems that it just may be. TweetMyJobs’ visionary CEO Robin D. Richards granted us an exclusive interview. TweetMyJobs had more than 2 million interactions on Twitter with job seekers and businesses last year. That’s a tremendous number, confirming just how popular social recruiting has become. Social recruiting is all about distribution in real time. Job seekers not only want highly relevant job matches, which we provide, but they want them wherever they are (on any device — be it e-mail, text message or on social networks like Twitter) and whenever they please — instantaneously, daily, weekly, etc. That’s the power of social recruiting. Great job matches, where you want them, when you want them. Your firm was asked by the Obama Administration to help with its jobs initiative for military and young adults. How did that come about? We were very proud and honored to be selected as one of the partner technology companies for the Joining Forces Initiative . We were introduced to the CTO of the United States through our contacts at Twitter and made a commitment, along with a number of other technology companies including Simply Hired, LinkedIn and Google, to help the initiative. We contributed by making job listings easier for veterans of the armed forces to find through TweetMyJobs, as well as establishing veteran-specific job channels on Twitter for every state and major metropolitan area, a special landing page for veterans to find and follow these job channels, and custom notification alerts for veteran committed jobs. Explain how the TweetMyJobs ground-breaking agreement with the City of Atlanta came about, and what it entails. We have embarked on a public-private partnership with Mayor Kasim Reed and the City of Atlanta, focused on connecting local businesses with city residents seeking employment. The initiative is ground-breaking, as Atlanta is showcasing its role as an early adopter and forward-thinking city by leveraging the power of social networks and mobile distribution to help combat unemployment — as well as to help employers and job seekers use a new platform, at no cost to either the job seeker or the employer. In addition, the City of Atlanta Jobs Platform will deliver robust analytics to city officials. This data will provide government leaders with hyper-local insights that can help steer key strategic decisions to foster future job growth and enhance relations among the government, employers and citizens. It’s a win-win for all involved. You’ve expressed a strong interest in taking the framework of the Atlanta partnership to a national level. Any recent developments that you can share that are moving this one step closer to reality? We’ll be making another announcement very soon. Governments, on a local and national level, truly have enormous power to help bridge the gap between the jobs their residents are seeking and the positions available in their regions. We’re proud to power these initiatives as the technology platform that puts these great policy ideas into action. Watch this space for more announcements soon. How can social media in general embrace this type of jobs-and-recruiting platform? The key to making any technology platform a success is continued engagement and awareness. Whether that’s an influential politician like Kasim Reed tweeting to his constituents or spreading the word at his annual State of the City address to thousands of attendees, an e-mail campaign to job seekers, or posts on Facebook and Twitter, when there’s such an important cause at stake — jobs in this country — then it’s up to us as a social media community to spread the word and make sure that employers and job seekers don’t miss out on these innovative, new social platforms in the career space. This infographic video below, courtesy of TweetMyJobs, illustrates their commitment. WATCH : For more information on TweetMyJobs, friend them on Facebook , and follow them on Twitter .

Read the full article →

Scott Goodson: Conducting Business in Revolutionary Times

March 21, 2012

We’re living in a time of movements and uprisings. Yesterday a movement exploded around the world entitled: Stop Kony 2012. When I logged on there were around 150,000 views. By the time I’d finished and refreshed the page there were thousands more, by nightfall there were 8 million. What’s this movement thing all about? What do uprisings really mean to me? Are they simply an ecstasy of rebellion or fights for social freedom. Or, are they establishing a new culture of activism that is changing the game. As I was finishing my new book called, UpRising , movements were happening everywhere. They started in the Middle East. Egypt had fallen. Bashar al-Assas in Syria faced a mounting national and international uprising. Europe’s economic turmoil sparked uprisings in Greece, England and Spain. In the U.S., we saw the Occupy Wall Street movement (which, at the moment, may seem like yesterday’s news — but it’s likely to resurface as the weather warms and the political season heats up). Protests targeting government corruption were occurring in India, led by one man who ignited a movement that changed the entire government. Israelis had taken to the streets to rail against the rising costs of housing. In Canada, we saw that one foolish policeman declared that women should stop dressing like “sluts” to avoid being assaulted, which sparked an uprising of women first in Canada and then in other countries in which women purposely dressed provocatively as a part of this protest. This is the power of movements: They can start out with a small group of people who believe passionately in something. And they can end up changing the culture… around the world hyper-fast. Just look at the Stop Kony 2012 as a good example. Whether the Occupy Wall Street movement will ultimately have an impact on the issue of income inequality or reinvent America is hard to say. But one thing it has already achieved is to awaken people to the power of movements For those of us in business, it may seem as if all of this is transpiring in a separate realm, well outside the corporate bubble. Unless the protesters are specifically targeting your business, it’s natural to think, “This new era of protest makes for lively news, but has nothing to do with my company or brand.” In a recent article in the Harvard Business Review , I made the argument that this is the complete opposite of what you as a business leader should do. If that’s what you’re thinking, here’s a bullhorn alert: The new social unrest is everybody’s business, including yours and mine. Something has changed in the culture over the past couple of years. Blame it on global economic pressures, general restlessness, or the new hyper-connectivity that enables people to instantly organize around causes and hot-topics. It’s probably some combination of all of these factors, but the net result is that we, as business leaders, are now dealing with a populace that is more socially engaged, more aware of what’s going on in the world, and more hungry to get involved and be heard on various issues. We all know about the mini-uprisings in recent months against brands like Bank of America and the Susan Komen Foundation. And you might say, “Well, they made a bad decision.” But part of their mistake was in not realizing that the world had changed around them. In this new world, their “customers” could easily become activists — either for or against them. So how does a smart business respond in a time of heightened passions and greater activism? Rather than becoming more cautious (in hopes of avoiding any kind of backlash), I believe brands must connect with that passion and activism somehow. If you fail to respond to this shift in the culture, you run the risk of being out of step with your customers. Your company could end up looking like a “status quo” brand in a revolutionary world. Better to join in the march. If uprisings and movements are happening all around, then your business needs to somehow become involved in movements — or better yet, start one of your own. I believe many who have watched what is transpiring around the world can’t help wondering: How can I be a part of something like that? Or, could I possibly help start something like that, based on an idea that matters deeply to me? Among those asking this question will be activists, educators, politicians, community leaders, tech innovators, artists, concerned citizens, entrepreneurs and business leaders in big corporations. The last two groups may seem out of place at a march in Zuccotti Park. Aren’t movements such as OWS against business? Aren’t movements and uprisings supposed to be about noble causes and higher purposes — as opposed to selling stuff? Those are the great questions I tackle in my book. I expect that when you’re done, some will still feel that business has no business getting involved with movements. But here’s what I think. Movements — at least the kind of movements that gather around positive, creative, dynamic ideas, can help build a better, fairer and more sustainable, and more interesting world. They can help, like in the case of Stop Kony 2012, or The Girl Store for Nanhi Kali to rally support for worthy causes; help an innovator or entrepreneur build momentum behind a new idea, that can even put someone in the White House. From a business standpoint, they can enable a company to form a stronger connection to the public. And yes, that can certainly translate into profit, though I think it can also have other effects that are less mercenary but no less important. Many traditional marketers will shun away from this thinking because the advertising industry is based on making money and money is still made in traditional advertising not in thinking in new ways such as movement marketing. Organizations aren’t structured to change models so quickly. Some are setting their sights on a new model of marketing such as APCO Worldwide. OK, OK… the thought of turning to movements instead of traditional advertising is controversial. But these days of business revolution what isn’t controversial? The systems of the past are not the system of the future. And the movement for movements is just beginning.

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John Fullerton: Financial Statesmanship for a New Economy

March 21, 2012

Reactions to departing Goldman derivatives salesman Greg Smith’s ” Why I am Leaving Goldman Sachs ,” which appeared as an op-ed in the New York Times last week, have ranged from the hyperbolic — Robert Reich’s ” If you took the greed out of Wall Street, all you’d have left is the pavement ” — to the addicted — Mayor Michael Bloomberg’s “we need their taxes” (my paraphrase). Both views are problematic, as I will address. But first, some historical context: Wall Street has always been rife with conflicts of interest. Avoiding all conflicts of interest would destroy the lucrative integrated banking business model, so Wall Street has long proclaimed “we don’t avoid conflicts, we mange them.” Clearly, that no longer works. During the nearly twenty years I spent at JPMorgan (previously known as the Morgan Guaranty Trust Company of New York), the strong and principled leaders on Wall Street — names like JPMorgan’s Lew Preston and Dennis Weatherstone, Goldman’s John Whitehead and John Weinberg, and Lazard’s Felix Rohatyn — acknowledged these conflicts and took great pains to manage their firms’ affairs in such a way as to avoid even the appearance of conflicts of interest in their dealings with clients, regardless of the forgone revenue opportunities. These leaders were financial statesmen, role models for a generation. I stayed at what we now call “the old JPMorgan” (prior to the merger with Chase in 2001) for nearly two decades because of culture. It was far from perfect, but the firm had a special culture that demanded integrity and valued teamwork. “Only first class business, and that in a first class way” was a famous saying of J. P. Morgan, Jr. It is interesting to read the full context of this statement , still posted on Morgan’s website to this day. I wonder what happened to the belief that banking is a profession, as Morgan believed, rather than “just a business” as it is today. There was an arrogance about the culture of integrity at the firm when I had the privilege to work there, but it was real. I think it was also quite unique on Wall Street. But in fairness, we were served a lot of Kool-aid. When I started my career in the 1980′s, JPMorgan Chairman and CEO Lew Preston had a saying that was etched in the minds of all of us young bankers and was passed on for years after Lew’s departure in cult-like fashion: “When we make errors, let us be sure they are errors of judgment, not errors of principle.” There are no financial statespeople like Lew Preston or John Whitehead on Wall Street today, able to see that the colossal firms they oversee have become too big and complex to manage or govern. They systematically exploit conflicts of interest to the extent they can get away with it, as a central component of their business models. As society fully understands, these firms are incompatible with a resilient financial system that serves the long-term needs of the real economy. The servant has become master, confusing means with ends. But this does not mean that there is nothing on Wall Street above the pavement but greed, now or in the past, as Robert Reich suggests. There are many smart, hard working, honest people working in a system they did not create, nor particularly like. Some will walk away when they feel they can. Some like Greg Smith will leave with a bang. Many will carry on oblivious to the inevitable consequences of the system. There is no going back, too much has changed. And much of what’s currently wrong has always been there, yet on a smaller scale and therefore less dangerous to society as a whole. Looking forward, I can imagine three potential outcomes: Financial Statespeople emerge into leadership positions on Wall Street and lead these firms to a sustainable position serving the real needs of an economic system in profound need of transformation. In a letter exchange I had with Lloyd Blankfien back in 2009, I offered up such a proposal for Goldman in what I called the ” Goldman Sachs Historic Restructuring Speech “. While I never expected Blankfein to have the courage to follow my (unsolicited) advice, I also never could have imagined that he would subsequently embarrass himself and the entire industry trying to defend a truly sinister transaction like “Abacus” in front of the US Congress. A second outcome where governments restructure the industry by placing hard lines that eliminate the biggest conflicts of interest while downsizing the speculative casino to the safe side show it should be appears equally unlikely at this time. But it remains a possibility, even if politically unlikely given Wall Street influence in Washington. The third and unfortunately most likely outcome is that the bankers win in the short term and we continue to subsidize what are otherwise unsustainable business models and the bonuses they throw off, making it hard if not impossible for healthy alternatives to emerge at a scale that matters. In fact, the regulations imposed will have the perverse affect of making it even harder for new entrants to compete away the business of the entrenched due to the high compliance costs that only the giants can absorb. In this scenario, we inevitably drive headlong into the next financial crisis with further economic violence done to people in the real economy. Which finally brings us back to Mayor Bloomberg’s “we need the tax revenues” reaction. Bloomberg has been a good mayor in my opinion, perhaps a great mayor. He is a strong leader. Yet his response reveals how much trouble we are in, particularly looked at from a financial center like New York (or London), but also true when looked at from the unsustainable underfunded pension obligations of many states in the union. We have become addicted to speculative finance to achieve unsustainable financial returns to keep the entire system from imploding under a mountain of unserviceable liabilities right at the time when resource constraints will make it harder for the developed economies to grow out of these debts, debts made far worse by the inevitable crashes that the unsustainable system perpetuates. It’s time for financial statesmanship to emerge on Wall Street. Surprise us.

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Marcelo Giugale: Who Will Be Africa’s Brazil?

March 21, 2012

Travel around Africa these days and you’ll feel a sense of expectation, a sense that prosperity is just around the corner. High prices for — and new discoveries of — oil, gas and minerals are turning much of the continent into one giant boom town. Investors are snapping up assets with gusto, from exploration rights to real estate. Financiers are rushing to open offices in cities where their Blackberries do not work yet. The Diasporas worry about their savings — their dollars and Euros are losing buying power back home. And old colonial masters like Britain and France vie for strategic space with new entrants like China and India. Behind the euphoria, sensible government officials look for ways to turn the bonanza into lasting development. They scan the world for a country that could serve as a “model” of success, as a user’s manual for their own decisions. In that search, nobody commands more respect than Brazil — a vast country that, in about one generation, harnessed its natural wealth into a diversified economy with growing social inclusion and a role in global leadership. Will there ever be an “African Brazil”? Who will that be? Angola? Congo? Ethiopia? Nigeria? South Africa? Flip that question: what will it take for an African country to become a new Brazil? A lot. First, it will take governments that do not spend or borrow too much, and independent central banks that keep inflation low. That is, the first order of business is a stable “macroeconomic framework.” Brazil managed to do that, but only after decades of rampant inflation and financial crises. Many African countries are making progress in that direction, but none is quite there. Second, investors — local and foreign, big and small — need to be treated fairly. That means laws, regulations and institutions that protect their property and let them do business, make profits, pay taxes, and create jobs. The issue is not about whether big state-owned companies and banks can or should exist — in Brazil, they do — but how professionally they are managed, and whether they exist to help or to compete with private ones. Yes, Brazil produces top-notch airplanes through a government-sponsored firm ( Embraer ), but the firm is forced to compete head-on in the international market and has become a source of technological excellence for the country as a whole. [Believe it or not, those swanky small planes that take you up and down the U.S. East Coast are all Brazilian-made.] Third, you have to stay open. You can’t become an international heavyweight if your economy is closed to foreign competition. This is not just about free-trade agreements with far-away super powers — good as those may be. This is also about integrating with your closest neighbors. Brazil led the way in Mercosur , the trade block it formed with Argentina, Paraguay and Uruguay in the 1990s. Here Africa is miles behind. It has many supposedly free-trading areas — like the East African Community and the Southern Africa Customs Union. But, in practice, relatively little trade happens within them, and the region remains highly fragmented . Fourth, in the “African Brazil”, agriculture will need to undergo a new revolution — one driven by knowledge and commercialization. That’s what happened in Brazil. A public agency ( Embrapa ) relentlessly pursued technologies that, against all odds, made the country’s savannah (the so-called Cerrado ) fit for farming. Private investment then poured in. The small plot-holder working with basic tools was linked to, and at times absorbed by, large corporate producers able to bring equipment and market access. This may have led to less employment in agriculture, and some migration toward cities. But it raised the income of rural families. Which African country has, or can create, an Embrapa ? Fifth, if it is to be politically sustained, economic progress needs to be shared. Markets are not very good at sharing. So you need smart government action — “smart” as in “don’t-scare-investors-away.” Brazil understood this. Back in the early 2000s, it began to transfer cash to its poor — on the condition that they would help themselves by, for example, keeping their children in school. This forced the government to begin to know the poor individually, one by one. The information helped target other social programs — now you know who really needs what assistance, and who doesn’t. To give you an idea, today, Bolsa Familia , the flagship cash transfer, reaches a quarter of the Brazilian population. Its cost is half of one percent of GDP per year — a bargain, if you compare with the cost of social exclusion, not to mention social unrest. Knowing Africa’s poor by name is, of course, a pending task, although some 35 countries in the region are already trying. Finally, Brazil achieved its socio-economic success in a democracy. This is about political alternation — read, presidents that leave office peacefully and with dignity when their terms end. [Beyond the great Nelson Mandela, how many living former-presidents does Africa have whose popularity or professionalism compares with Lula da Silva or Fernando Henrique Cardoso?] It is also about decentralization of decision-making to those who are closer to the voter — Brazilian state governors and municipal majors decide over half of all public expenditures, and are responsible for key services like education, health and security. In both cases, there is an implicit devolution of power. That has so far been a tough assignment for the average African country to complete. So, all in all, the Brazilian “model” is one of balance — between economic discipline and social solidarity, efficiency and equity, markets and people. From that balance came political stability. And from that came a national vision that is guiding all Brazilians. To be sure, the country still has lots of problems, like high inequality, shortage of infrastructure and an oversized civil service. But it has a system in place to solve them. That’s worth imitating in Africa.

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Gov. Jennifer M. Granholm: Fired Up! A Thank You to Paul Ryan for the Republican Budget

March 21, 2012

Paul Ryan’s budget plan was rolled out over the past few days with two slick video trailers — Pretty unusual for a Congressional budget committee chairman. Seriously! The videos had music and beautiful shots and lots of Paul Ryan. Paul Ryan walking down the halls of Congress. Paul Ryan earnestly talking to the camera. Long on Paul but short on details. On the other hand, Paul Ryan’s budget unveiled today was clear. It presented a choice. I so love it when choices are clear! He has done us a great favor by putting it all on the table. So, here is your choice, America: Guaranteed health care benefits for seniors, or tax cuts for the wealthy? Food for poor children, or no taxes on offshore profits for multinational corporations? Increases in defense spending, or 48 million Americans keeping health care? The trade-offs are very straightforward. Mitt Romney, of course, has endorsed, full-throated, the Ryan plan. So let me be the first one to say, Paul Ryan: Thank you so much! Now for the reality check: this budget has absolutely no chance of becoming law. Everyone knows it will never see the light of day in the Senate. So, Mr. Ryan, remind me: why you did this again? Oh, of course, silly me, I forgot: you want to be on the Republican ticket as vice president! Well, call me crazy, but I’m just not sure that putting the GOP nominee in the position of supporting huge cuts to medicare is the way to help your chances. But hey, what do I know? I’m just a gal who’s grateful for the right to choose. Cross-posted at “The War Room” blog. Follow “The War Room” on Twitter and Facebook. “The War Room with Jennifer Granholm” airs live weeknights at 9/8c on Current TV.

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Brian Tolle: Your Innovation Lifejacket: Pull to Inflate

March 21, 2012

Ever received an email like this one from your boss? Please send me two to three innovative ideas by close of business tomorrow. By the way, you open the email at 8:30 p.m. after putting your kids to bed. OK, so your first reaction is, “what the… ” (This may be on the Huffington Post but this blog is family-friendly.) Your second reaction is brain freeze, as if you just chugged a Slurpee. That’s what panic will do to you. Your third reaction (hopefully) is to start thinking, “Now what am I going to do?” That’s when you should reach for the following “Innovation Lifejacket” — quick questions to ask yourself to get the ideas bubbling. Remember, your boss didn’t ask for a business plan, just ideas. Ready? KIIS — Keep It Intuitive, Stupid. This one is all about “ease of use.” The payoff is that there are usually lots of potential customers not using your offering because they see or experience it as too complicated. God bless our engineers but they sure do love to, well, over-engineer things. Let you be the counter-balance to your engineers. Example: I just opened a Square account to take credit card purchases for my book at speaking engagements using my iPhone. Everything about setting it up was easy. Everything. I’m sure I ended up making trade-offs that I haven’t even learned about this early in the game but so far, I’m in love. Strip Show This is a close relative to first one. There is always a market for a version of your product or service with less functionality. It’s a simple fact that people only want to buy what they really want. When we load up the bells and whistles we run the risk of turning off potential customers. They may be outside the United States or they may be a population you don’t want to associate your brand with for fear of tarnishing it. But at least they’re paying customers. Example: QuickBooks Online — not as a shining example but as an offering that can strip down even further for someone like me. 3. PIY — Pump It Yourself This is the self-service option. Shift your low-end customers to a lower cost checkout option to reserve higher-end customers for your talented sales staff. Example: I was in my local Apple store recently with a friend who was ready to buy a $1,800 MacBook Pro. I tagged along and decided to see what they had for propping up my iPad. He picked out his laptop; I picked out my $30 cookbook stand. A different store employee came up to me and asked me if I was ready to buy the stand. I said “yes” and she said, “do you have your iPhone on you?” She then showed me the EasyPay function through the Apple store app where I could check myself out with no employee help. It’s way smarter to give the high touch service to the $1,800 sale than the $30 one. Bonus Sources Ugh Moments This one is a bit more general. Look for moments as your customers experience your product or service where they struggle. Therein lies an opportunity for innovation — to make the experience more relevant or useful to your customer, not to you. Backroom Innovation Use Osterwalder, Pigneur, and Smith’s Business Model Canvas to help you think about opportunities for innovation in the other parts of your business model besides products and services. How about different channels or supplier relationships?

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