science

William Lazonick: How High CEO Pay Hurts the 99 Percent

April 4, 2012

Corporations are not working for the 99 percent. But this wasn’t always the case. In a special five-part AlterNet series, William Lazonick, professor at UMass, president of the Academic-Industry Research Network, and a leading expert on the business corporation , along with journalist Ken Jacobson and AlterNet’s Lynn Parramore, will examine the foundations, history and purpose of the corporation to answer this vital question: How can the public take control of the business corporation and make it work for the real economy? While most Americans struggle to make ends meet, the CEOs of major U.S. business corporations are pulling eight-figure, and sometimes even nine-figure, compensation packages. When they win, the 99 percent lose. We rely on these executives to allocate corporate resources to investments in new products and processes that, in a world of global competition, can provide us with good jobs. Yet the ways in which we permit top corporate executives to be paid actually gives them a strong disincentive to invest in innovation and training. The proper function of the executive is to figure out how to develop and use the corporation’s productive capabilities (business schools call it “competitive strategy”). But that’s not happening. In effect, U.S. top executives rake in obscene sums by not doing their jobs. The Runaway Compensation Train When all the data from corporate proxy statements are in within the next month or so, they will show that 2011 was another  banner year for top executive pay . Over the previous three years the average annual compensation of the top 500 executives named on corporate proxy statements was “only” $17.8 million , compared with an annual average of $27.3 million for 2005 through 2007. Yet even in these recent “down” years, the compensation of these named top executives was more than double in real terms their counterparts’ pay in the years 1992 through 1994. It might surprise you to learn that in the early 1990s, executive pay was already widely viewed as out of line with what average workers got paid. In 1991 Graef Crystal, a prominent executive pay consultant, published a best-selling book, In Search of Excess: The Overcompensation of American Executives , in which he calculated that over the course of the 1970s and ’80s, the real after-tax earnings of the average manufacturing worker had declined by about 13 percent. During the same period, that of the average CEO of a major US corporation had quadrupled! Bill Clinton took up the issue in his 1992 presidential campaign, and immediately upon taking office had Congress pass a law that forbade companies from recording as tax-deductible expenses executive salaries plus bonuses in excess of $1 million. Unfortunately Clinton chose the  wrong pay target . In 1992 salaries and bonuses represented only 23 percent of the total compensation of the top 500 executives named on proxy statements. The largest single component of executive compensation was gains from exercising stock options, representing 59 percent of the total. The Clinton administration left this so-called “performance pay” unregulated. Perversely, one reaction of corporate boards to the Clinton legislation was to take $1 million in salary plus bonus as the “government-approved minimum wage” for top executives, and therefore to raise these components of executive pay if they fell short of that minimum. The number of named executives with salaries plus bonuses that totaled $1 million or more increased from 529 in 1992 to 703 in 1993 and 922 in 1994. The other reaction of corporate boards was to lavish more stock options on their top executives. When the stock market boomed in the late 1990s, these executives cashed in. The average annual compensation of the top 500 named executives reached $21 million in 1999 with gains from exercising stock options representing 71 percent of the total, and $32 million in 2000 with option gains now 80 percent of the total. From 1982 to 2000 the U.S. experienced the longest stock market boom in its history. Average annual stock-price yields of S&P 500 companies were 13 percent in the 1980s and 16 percent in the 1990s. So it didn’t require any great genius to make money from stock options. In fact, it became a no-brainer. In 1991, the Securities and Exchange Commission  waived the longstanding rule that, as corporate insiders, top executives had to hold stock acquired through exercising their options for six months to prevent “short-swing” profit-taking. As before, executives did not have to put any of their own money at risk in being granted stock options. But now they could also pick the opportune moment to exercise their options without any risk that the value of the company’s stock would subsequently decline before they could sell the stock and lock in the gains. The New Normal of Corporate Greed The speculation-fueled “irrational exuberance” of the late 1990s brought unprecedented pay bonanzas to top executives, thus establishing a “new normal” for corporate greed. When boom turned to bust in the early 2000s, money-hungry executives had to look for another way to get stock prices up and make their millions. Their favorite “weapon of value extraction” over the past decade has been the stock buyback (aka stock repurchase). Top executives allocate massive sums of corporate cash to repurchasing their company’s own stock with the purpose of boosting their company’s stock price. Stock buybacks and stock options have become the yin and yang of executive compensation. Let’s take a look at how it works: The board of directors of Acme Corporation authorizes the CEO to repurchase the company’s own outstanding shares up to a specified value (say $5 billion) over a specified period of time (say three years). On any dates within this three-year period, the CEO then has the authority to instruct the company’s broker to use the company’s cash to buy back shares on the open market up to the $5 billion limit and subject to the SEC rule that the buybacks on any one day can be no more than 25 percent of the company’s average daily trading volume over the previous four weeks. That might permit Acme to do buybacks worth, say, $100 million per day. It may be the end of the quarter, and the CEO and CFO want to meet Wall Street’s expectations for earnings per share. Or they may want to offset a fall in the company’s stock price because of bad news. Or they may want to ensure that the increase in the company’s stock price keeps up with those of competitors, who may also be doing buybacks. Whatever the reason, by the laws of supply and demand, when the corporation spends cash on buybacks, it “manufactures” an increase in its stock price. Then, with the stock price up, the CEO, CFO and other insiders may choose to cash in their stock options. Presto! They make tons of money for themselves. Meanwhile, these executives will tend to ignore investments in innovation and training. Some companies actually fund their buybacks by laying off workers, offshoring jobs to low-wage countries, and taking on debt. The top executives’ weapon of value extraction becomes a weapon of value destruction. They are rewarded handsomely by not doing their jobs. In 1981, 292 major corporations spent less than 3 percent of their combined net income on buybacks. In 1982, however, the SEC passed a rule (10b-18) that gave corporations that did very large-scale stock repurchases a “safe harbor” from charges of stock-price manipulation. Buyback activity then became larger and more widespread, increasing substantially over the course of the 1990s. From 2003 to 2007, buybacks really took off, and by 2007 the very same 292 corporations now spent over 82 percent of their net income repurchasing their own stock . The financial crisis and the Great Recession forced a slowdown in buybacks. S&P 500 companies repurchased a record $609 billion in 2007 but pared it down to $360 billion in 2008 and $146 billion in 2009. They stepped it back up to about $289 billion in 2010 and an estimated $440 billion in 2011. It is quite possible that buybacks in 2012 will be even higher than in the previous record year of 2007. And look for executive pay to increase as well. Concentration of Income at the Top Make no mistake about it. Executive pay is a prime reason why in 2005-2008 the top 0.1 percent captured a record 11.4 percent of all household income  (including capital gains) in the U.S., compared with 2.6 percent three decades earlier. In 2010 (the latest Internal Revenue Service data available), this number was 9.5 percent. The income threshold among taxpayers for being included in the 0.1 percent in 2010 was $1,492,175. Of the executives named in proxy statements in 2010, 4,743 had total compensation greater than this threshold amount, with a mean income of $5,034,000 and gains from exercising stock options representing 26 percent of their combined compensation. Total corporate compensation of the named executives does not include other non-compensation income (from securities, property, fees for sitting on corporate boards, etc.) that would be included in their IRS tax returns. If we assume that named executives whose corporate compensation was below the $1.5 million threshold were able to augment that income by 25 percent from other sources, then the number of named executives in the top 0.1 percent in 2010 would have been 5,555. Included in the top 0.1 percent of the US income distribution were a large, but unknown, number of US corporate executives whose pay was above the $1.5 million threshold but who were not named in proxy statements because they were neither the CEO nor the four other highest paid in their particular companies. To take just one example, of the five named IBM executives in 2010, the lowest paid had total compensation of $6,637,910. There were presumably large numbers of other IBM executives whose total compensation was between this amount and the $1.5 million top 0.1 percent threshold. Let’s Put CEOs to Work for Us Under the Obama administration, virtually nothing has been done to constrain top executive pay. President Obama signaled his unwillingness to take on the issue when, in an interview in February 2010, he was asked about the many millions paid in 2009 to Jamie Dimon, CEO of JPMorgan and Lloyd Blankfein, CEO of Goldman Sachs, in the wake of the financial meltdown and bank bailouts. “I know both those guys; they are very savvy businessmen,” the president said. “I, like most of the American people, don’t begrudge people success or wealth. That is part of the free-market system.” The “ Say-on-Pay ” provision in the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act sounds good, but it just reinforces a system of incentives the does not work. This provision gives public shareholders the right to express their non-binding opinion to corporate management on issues related to executive compensation. If Congress had understood what drives executive pay in the U.S., however, it would have recognized that the granting of Say-on-Pay rights to public shareholders is part of the problem, not the solution. Through a combination of stock options and stock buybacks, Say-on-Pay provisions reinforce an alignment between the incentives of top executives and the interests of public shareholders that has been undermining investment in America’s future. It is about time that we took control of exploding executive pay. It is not just that the sums involved are unfair, and as history has shown, will only become more obscene. These executives control the allocation of resources that represent the well-being of the 99 percent, and the ways in which they bank their booty is doing severe damage to the U.S. economy. The investment strategies of business corporations are too important to be left under the control of those who gain when the 99 percent lose.  

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Amy Siskind: What if Goldman Sachs Was Run by ‘Fiona’ Blankfein?

April 4, 2012

Wake up Goldman Sachs! If your firm had more women, things would be better. In recent years, those of us on the outside have come to view Goldman Sachs as the perennial poster child for ethical lapses. But, when a departing employee — an insider for 12 years — writes an op-ed describing the Goldman environment as ” toxic and destructive ” — unrecognizable from when he joined in 1999, it’s all the more damning: When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s culture on their watch. I truly believe that this decline in the firm’s moral fiber represents the single most serious threat to its long-run survival. Which left me to wonder: what if Goldman were run instead by ‘Fiona’ Blankfein? An interesting question in light of survey data just released by the Harvard Business Review which analyzes the leadership styles of women and men . Are women better leaders than men? The finding of the survey: unambiguously, yes! Here’s how the Goldman Sachs insider described the ingredients — the secret sauce — of the firm’s successful culture: “It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients.” According to Harvard Business Review , a ‘Fiona’ would outperform Lloyd in every element: ‘Collaboration and Teamwork’ — female mean percentile +6.1 , ‘Displays High Integrity and Honesty’ +9.3 , ‘Practices Self Development’ +9.4 and ‘Builds Relationships’ +7.1 . Women managers represent the same values which allowed Goldman to earn it’s clients’ trust for 143 years. Truth is, however: the difficulties at Goldman Sachs are not unique — even if they are the latest corporate pariah. My former employer, Morgan Stanley, recently announced its 2012 class of Managing Directors — 83 percent are men . The same as our current Congress ( 83 percent ) which, by the way, is the least productive and least popular Congress in our country’s history! The problem of gender imbalance is endemic and our leadership is failing us. Desperately failing us. And here’s the startling fact behind the numbers: unless we take action and change course, trends suggest gender imbalance will only get worse! The Truth about Women’s Progress: Where are the Fionas? On Wall Street, in corporate America and in politics, women today aren’t even getting into the pipeline. In the last decade — during the period depicted as ‘toxic and destructive’ in the Goldman op-ed — 141, 000 women — roughly 2.6 percent of female workers in finance — left Wall Street (389,000, or 9.6 percent, more men entered). More alarming, over that same period, the number of college and young women entering Wall Street declined by 22 percent . (Read why women are leaving Wall Street here ). And it’s not just on Wall Street. For the first time in decades, from corporate management to even politics, women’s progress has stalled or is moving backwards . The Rules of Engagement: A gift of the women’s movement in the 60s and 70s was for women to enter the workforce. But it was like giving us a car, without driving lessons. Women still haven’t learned to play the game. How could we? We haven’t been taught and these ways aren’t intuitive to us. It’s not our rules of engagement. The game remains male defined and male oriented. Because men still occupy the vast majority of leadership positions. And since we all tend to hire ‘people like us ‘ (We all pay lip service to the melting pot, but we really prefer the congealing pot), we’re in a vicious cycle. The way to break the cycle is advancing Fionas. Once women have a chance to set new rules of engagement, we will flourish and succeed. National Girlfriends Networking Day (‘NGN Day’): How do we get there? By cultivating and supporting one another. Today, just as many Fionas are graduating from college as Lloyds. But after college, women and men have vastly different trajectories with salaries and promotions. Why? Connections and networks are readily available and established for men. But women don’t have these connections, don’t think we deserve them, and don’t know how to build them. Decades ago, as women entered the workforce, we made a conscious effort to bring our daughters to work once a year. Today, we need to teach our daughters what to do once they are there — to teach women, young and old, to build their network of connections. This year we are starting that process — on June 4th — the first annual National Girlfriends Networking Day! On that day, we’ll begin the process of linking women together by creating a national network to help us all succeed. Women around the country will be meeting for breakfast, coffee, lunch and drinks to connect. Get involved by pledging to connect , attending a virtual event around the country — or making herstory as an Angel Investor along with prominent women like Senator Kirsten Gillibrand and FOX News co-anchor Gretchen Carlson. Desperately Seeking Fiona! We also need to give college and young women — our Fionas — a road map to success: A Girlfriends’ Guide . Our goal is to provide a realistic game plan — concrete steps and actions which young women can take, starting in their 20s — towards become tomorrow’s Fionas. Teaching them how to build their networks, connections and brand — and on their own terms! A Girlfriends’ Guide changes lives ( read this )! Join us cultivating and supporting tomorrow’s Fiona’s: 1) Get involved in National Girlfriends Networking Day ; 2) Devote one hour a month to mentor a young woman at The Mentor Exchange ; and 3) Reach out to The New Agenda set up a presentation of A Girlfriends Guide on campus.

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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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Michael Pento: What Causes Interest Rates to Rise

April 3, 2012

The prevailing notion among the mainstream media and economists is that interest rates are rising because of improving economic growth. But like many of the readily accepted tenets of today’s world of popular finance, this too has its basis in fallacy. Interest rates have increased by nearly 40 basis points on the 10-year note since the first week of March and that is being offered as proof that the economy is healing and GDP growth is about to accelerate. But in truth, the recent spike in Treasury bond yields is only the result of a temporary ebbing in the fear trade that brought about panic selling in Euro-denominated debt, which had previously caused U.S. Treasury prices to soar. The head of the European Central Bank, Mario Draghi, just finished printing over a trillion Euros in an effort to calm the bond market. This new liquidity predictably found its way into distressed Eurozone debt and has mollified bond investors — for the moment. Since a Greek exit from the Euro in no longer perceived an imminent threat, investors have sold their recent purchases of U.S. Treasuries and piled back into Eurozone sovereign debt. For example, the yield on the Italian 10-year note took a rollercoaster ride above 7 percent at the start of this year, before plunging south of 5 percent by the beginning of March. However, in contrast to what passes for the economic wisdom of today, an increase in the rate of sovereign bond yields would be a function of deterioration in their credit, currency and inflation risks. But it would never be because of an increase in the prospects for growth. An economy that is experiencing a healthy growth spurt would experience a reduction in all three of those factors that would cause bond yields to rise. Strong GDP growth-which results from increased productivity — serves to improve credit risk, due to a bolstered tax base, while it also lowers the rate of inflation by increasing the amount of goods and services available for purchase. Therefore, it also tends to boost the currency’s exchange rate as well. Economic growth that is also accompanied by a sound monetary policy tends to lower the rate of inflation and thus increases the real rate of interest. But it does this without increasing nominal interest rates. It instead serves to provide a higher real rate of return on sovereign debt ownership. This is precisely what occurred in the U.S. during the early 1980s. After Fed Chairman Paul Volcker fought and won the battle against inflation, economic growth exploded while the stock market soared in value. And nominal bond prices began to fall, not rise. At the start of the 1980s, GDP fell by 0.3 percent, the 10-year note was 12 percent and the rate of inflation was 14 percent. Therefore, real interest rates were a negative 2 percent at the start of that decade. But by 1984 GDP had accelerated to 7.2 percent in that year. However, the nominal 10-year note fell to 11 percent and inflation had plummeted down to 4 percent. In this classic example that illustrates clearly how growth isn’t inflationary, real interest rates soared by 9 percentage points to yield a positive 7 percent return on sovereign debt! In a healthy economy, stocks, bond prices, and the currency, should all rise together as nominal yields fall and real interest rates rise. The simple truth is that the rate of inflation should fall faster than the rate nominal yields decrease. However, what the Fed, ECB and BOJ are doing now provides a prescription for soaring nominal interest rates in the not too distant future. These central banks are violating all three conditions that lead to low and stable interest rates for the long term. By massively increasing the money supply, they have caused inflation to rise and reduced the purchasing power of their currencies. And by creating superfluous money and credit, the central banks have given the cover needed for their respective governments to run up an overwhelming amount of debt. The currency, credit and inflation risk of owning those three sovereign debt markets has soared. Therefore, they have created the perfect conditions for a collapse of their bond markets. Central bankers believe they have more power and influence over the yield curve than what they indeed possess. The fact is they can only control interest rates for a relatively short period of time. By not allowing interest rates to function freely, the Fed, ECB and BOJ are facing the eventuality of a bond market debacle that will also crush their currencies and stock markets. Recent history has proven that these central banks will fight the ensuing run-up in yields with QEs III, IV and V in an effort to postpone the pain. This failure to acknowledge reality will cause the eventual collapse to become significantly more acute. Michael Pento is the President of Pento Portfolio Strategies .

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Aaron Hurst: Working for a Good Company vs. Doing Good Work

April 3, 2012

Introduction: Based in London, Jenny Davis-Peccoud serves as the global leader of Bain & Company’s Social Impact Practice. Having spent most of her career at Bain, Jenny has been able to watch the evolution of the firm’s investment in social impact from the incubation and subsequent launch of Bridgespan in 2000 to the significant expansion of Bain’s own Social Impact practice and corresponding activities over the past 10+ years. Jenny and I spoke recently about Bain’s partnership with Bridgespan and Bain’s social impact investment strategy. With the 2000 spin-off of Bridgespan as an independent social change consultancy, what pro bono work does Bain continue to do? We’ve continued to do a lot of pro bono work and invest in major partnerships at Bain & Company. And we have a strong, collaborative relationship with Bridgespan, including ‘externships’ and shared partners. We believe as a firm in reinventing our industry. Our investment in Bridgespan was one way we did that – and it was created as a separate organization, as a nonprofit that understands what nonprofits need. But we also continue to invest in our own pro-bono work with organizations committed to driving change in their sectors. So, how much pro bono does Bain do each year? Bain does about 80 pro bono projects a year, and 60% of those projects have people 100% allocated for at least several months. We provided over $40 million of pro bono consulting services in 2011 alone. How do you know you’ve been successful in your pro bono engagements? Even for our corporate clients we systematically go back and ask if they were satisfied with Bain’s work. We use the same process with our pro bono clients as well, and see high satisfaction rates. Secondly, Bain tracks its success by results, and so we are driven to try to understand the impact and outcomes of our work. I’ve personally been involved in many homeless projects in the UK and we’ve had 5,000 homeless people return to full time employment over 10 years. If I’m a nonprofit leader interested in engaging Bain, how do I do that? We select our pro bono clients as we select our corporate clients. We look for bold, ambitious leaders who are looking to challenge the status quo, have big aspirations for major changes, and are keen to see results. As a firm, we work with Fortune 1000 companies and mid-market firms that have potential to be those leaders over time. To give you an example, in our education practice we work with TFA (Teach For America) – which is like the Fortune 100 of corporate America. But we also work with Students First, with a bold ambitious leader like Michelle Rhee, and it’s more like a start up. We believe both of them have tremendous capability. Beyond education, we’ve partnered with Endeavor, an innovative organization focused on using entrepreurship to effect change on a global scale. And these are just a few. Do they come in through a partner at the firm? Again like our corporate clients, we’re very intentional about who we want to work with and who has the most potential to make a tremendous impact in this field. While we do have organizations introduced to us through partner relationships, we still put them through the same screen of “will they have an impact?” We are drawn to organizations that are passionate about driving change in innovative, meaningful ways. What are you seeing in terms of the demands of current employees? It is very important for our staff to use their business training to benefit the community. While Bain’s focus is on for-profit clients, we encourage social impact and work to make sure that it can be an integral part of the Bain experience. Something very appealing to our people is that they can, for example, take leadership roles in nonprofit organizations early on in their careers through our pro bono work, or they can do externships to get hands-on experience with non-profits. Our employees are very proactive about their involvement as well. We provide a lot of opportunities to get involved, but it isn’t all top-down: much of what we do is ‘grassroots’ and driven by an individual’s passion. What roles does social impact play in the decisions of recruits? We’ve done some research on importance to employees of CSR and sustainability. About 20% will proactively make a decision on these things and will be involved when they’re here – so they are deciding where they want to get the best opportunity. The rest want to know that the company does these things and is making a difference in the world. Either way, we hope that recruits see that Bain is a place in which they can have impact in the social sector. Speaking of the 20% who want to personally engage, what are they looking for specifically? When we go out to business school campuses, we talk a lot about the various ways that people can get involved at Bain. The majority of people in the room are excited about pro bono and externships, and others want to get involved in our internal “green team” environmental efforts or work directly in the community. At Bain & Company, we provide many opportunities for our people to engage in the social impact work that they are passionate about while continuing to further their professional career in consulting. How do you see pro bono evolving globally? The US is clearly ahead, and that gets back to the historical anchoring of philanthropy in the American cultural mindset. Asia is quickly catching up. Europe is developing more slowly – with the London office as our most developed office in the region. All of our offices believe in the importance of social impact, however, and I’d expect our pro bono efforts to continue growing.

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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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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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Lisa Gilbert: Spending Spotlight

April 2, 2012

This week has showcased the need for a spotlight on the money overwhelming our democracy, as reform groups, investors, state elected officials and more have demanded that Congress and federal agencies do their jobs and make elections transparent to the people voting in them. First, on Monday morning, organizations and investors gathered to urge the Securities and Exchange Commission (SEC) to require publicly traded companies to disclose contributions when they engage in electoral politics. Then this Thursday, the DISCLOSE Act came up for a hearing in the Senate. Both SEC rules and congressional action are critical to close the gaping loopholes in our system left by the Citizens United decision and ineffective FEC regulations on the disclosure of political spending. Polls show the public overwhelmingly supports disclosure. According to a New York Times article on a New York Times /CBS News poll released on October 28, 2010, Americans significantly, ” favor full disclosure of spending by both campaigns and outside groups.” When it comes to investors, it is the job of the SEC to pull them out of the dark and create a rule on political spending. In his opinion in Citizens United , Justice Anthony Kennedy incorrectly stated that shareholders would be in the know on political spending, but there’s actually no mechanism to give them the information. This is particularly troubling because companies can now give unlimited amounts to nonprofits and trade groups playing in elections that don’t have to disclose their funders. Groups on both the right and left, like the U.S. Chamber of Commerce, Crossroads GPS, and Priorities U.S.A. can now receive unlimited gifts from companies without the knowledge of the corporation’s investors. A company’s political spending is relevant information to current and potential shareholders who are deciding where to invest their money. One SEC commissioner, Luis Aguilar, has already said publicly that he would support a disclosure rule. Only two more votes are needed to promulgate a rule via the SEC, and they should quickly move the ball forward on this key disclosure measure. Another important avenue for disclosure is the subject of this Thursday’s hearing, the DISCLOSE Act. Parts of this bill would ensure that citizens know on a timely basis the identities of the large donors that fund tax-exempt organizations spending money on elections. The legislation would also fix the problem of untimely disclosure of the donors to super PACs supporting presidential candidates, instead giving the public information in time to act on it. The slow super PAC disclosure problem was highlighted sharply in the Republican primaries, when the disclosure of most of the super PAC donors didn’t even happen until after the pivotal Iowa caucus and New Hampshire, South Carolina and Florida primaries were long over. This bill is practical, problem-solving and popular. Opposition to either the DISCLOSE Act or a new rule-making on disclosure at the SEC in the face of overwhelming public support can only mean one thing: the opponent thinks that large donors should be hidden from the American people and we should forget about spotlights on spending. Lisa Gilbert is the Deputy Director of Congress Watch. This post was originally posted on AlterNet.

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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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David Isenberg: Some Things Are Just Unacceptable

April 2, 2012

On March 27 the Technology, Informational Policy, Intergovernmental Relations and Procurement Reform Subcommittee of the House Oversight and Government Reform Committee held a hearing, ” Labor Abuses, Human Trafficking, and Government Contracts: Is the Government Doing Enough to Protect Vulnerable Workers? ” This is a subject of more than passing interest to me because last year I wrote a report , published June 14, and commissioned by the Project on Government Oversight, on the exploitation and abuse of the workers of a KBR subcontractor. I subsequently testified at a Nov. 2, 2011 hearing about that report before this very subcommittee. That hearing, by the way, left me with a lingering sense of surrealism, even after five months, if only because it was revealed that the Pentagon official who had responsibility for this subject had never been to Iraq and Afghanistan. And sadly, as was noted back then, there has virtually never been a prosecution on this charge, even though it was a widespread practice in both Iraq and Afghanistan with contractors, or subcontractor. And there have only been a very few debarments or suspensions of contractors even though it was well known as a widespread practice. So, you can see why this might be a subject of interest. I have posted the full transcript of last week’s hearing on my blog and I encourage you to read it. But let me just highlight a few relevant points. Because this is a continuing problem new legislation has been introduced in Congress to address it. In the House it is H.R.4259 — End Trafficking in Government Contracting Act of 2012 . In the Senate it is S.2234 . That bill would prevent trafficking abuses by requiring contractors with contracts over $1 million to implement compliance plans to prevent trafficking including destroying or confiscating passports, misrepresenting wages or work locations, or using labor brokers who charge exorbitant recruiting fees. It improves accountability by requiring that a contractor notify the inspector general if he or she receives credible evidence that a subcontractor has engaged in prohibited conduct, requiring the inspector general to investigate such instances and requiring the inspector general to investigate all those instances, and with that require swift remedial action against the contractor. And, it improves enforcement of anti-trafficking requirements by expanding the criminal prohibitions that prevent fraudulent labor practices typically associated with trafficking. And if you don’t think it is a continuing problem you will need to have a little talk with Sen. Rob Portman (R-OH) who said at the hearing: Despite the existing protections, including the Trafficking Victims Protection Act of 2000, reports have made it very clear that human trafficking practices, in connection with U.S. overseas contracts, remain a very significant problem. To put this in some context, there are over 70,000 third-country nationals who now work for contractors and subcontractors of the U.S. military, again in Iraq and Afghanistan alone. Doubtlessly PMSC industry officials will say that the overwhelming majority of U.S. contractors and subcontractors are honorable and law-abiding and have made it a priority to ensure that abusive labor practices play no role in the work they do in Iraq, Afghanistan and elsewhere. This is, of course, true. It is also true that oversight is lacking. As Sen. Portman testified: And the oversight is limited. The Wartime Contracting Commission, for example, reported that, quote, “Some prime contractors, although not themselves knowingly violating the prohibitions on trafficking, have not proactively used all their capacities to supervise their labor brokers or subs.” The State Department’s Inspector General’s Report, similar, stated that, quote, “Since contracting regulations do not specify how to monitor contractors for trafficking in persons, the IG could not conclude that trafficking in persons monitoring is effective.” The bottom line here is familiar to anyone who has watched the U.S. government grapple with contracting problems in war zones; oops, I mean “stability operations.” There is a serious problem; various people, both in and outside government, point it out; the government, both legislative and executive branches begin to focus on it; more resources are devoted to fixing the problem; some improvements are genuine, others are rhetorical. Is it making a dramatic difference? No, but it is not insignificant either. But one thing should be clear. This is not some merely some picayune issue for bureaucrats to fuss over. As Sen. Portman testified, “This is about something much more fundamental, and that’s who we are as a people. It’s about respecting and protecting human dignity.” As Representative Gerry Connolly (D-VA) said: This is unacceptable. If America is about anything, it’s about a value system. And at the very essence of that value system is the enshrinement of human autonomy. We haven’t always lived that goal. We fought a civil war to make sure that that goal proceeded. But it is a value we assert. And it is certainly not a value we can ever sit back and accept to be compromised, especially somebody in our employ.

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Jared Bernstein: Gas Notes

April 2, 2012

Been meaning to get back to gas prices a bit, just based on a few recent articles and adventures in cable land. First, there’s this Adam Davidson piece in the NYT magazine this weekend on how high prices at the pump don’t seem to be changing people’s behavior much, because, he suspects, the average household spends only 5% of its income on gas. I’m not so sure. First, that’s an average. Low-income families spend twice that share (see figure here ). Second, while economists have always suspected a pretty inelastic response to gas prices, in this downturn, there’s certainly been a lot less driving going on–see the remarkable break in trend at the end of the series in the last figure here (this started before the recent spike and is thus more a response to the recession and income loss than higher gas prices). There’s also been a shift to higher mileage vehicles. Finally, any article about family budgets and gas prices right now should not omit the ongoing payroll tax holiday. As I’ve written before , that’s really the only thing politicians can do in this case–i.e., they can’t affect the price, but they can give a temporary boost to after-tax income to offset it. There’s only one thing a president and Congress can do to offset this price spike and they’ve already done it: raise people’s after-tax income. The payroll tax holiday that the President pushed for and Congress recently extended should put about $120 billion extra in paychecks this year. Every penny increase at the pump translates into about a $1 billion expense for consumers. Since its most recent low, the national average is up about 55 cents, or about half the aggregate of the payroll cut (annualized) so far. So, if these rules of thumb are about right, the government is actually in the process of doing about the only thing it can to help people cope with the current price spike. Everything else is just noise. Speaking of noise, the blame-the-President-for-high-gas-prices nonsense seems to have died down a bit, except for on cable TV (more on that in a moment). I saw a poll–and I’ve seen this result a number of times–that had a majority of respondents answering “no” to “do you think the president controls the price of gas?” and yet also had a majority answering “yes” to “do you blame him for high gas prices?” So, we suffer some cognitive dissonance of the issue. Re public opinion, I found this interesting: I was driving around with a bunch of kids this weekend and they noticed that gas here in northern VA just broke $4 a gallon. I mentioned that some people blame the President for the price spike. The younger kids–around 10–just couldn’t make any sense out of that. I tried to explain but they just didn’t get it. To them it was like accusing the President of not being able to fly; like good economists they essentially argued that he can no more set the price of gas than the price of the movie we just saw ( Mirror-Mirror with Julia Roberts–she’s great in it, the kids loved the movie–I thought it dragged). The older kids -12-13–agreed with the economics but recognized that, as one precocious kid put it, “that’s just a talking point.” So, somewhere between 10 and 12, kids go from simple economics to political economics. Next, I hear a lot of excitement about drilling and fracking for natural gas. And it’s true–all that extraction has been increasing the supply and lowering the price of this energy source relative to oil. But people forget this important fact: for every $10 of energy we consume, $9 goes to oil-based products (see figure). We just don’t have the infrastructure in place yet to take advantage of this price difference, so you won’t see this show up at the pump much either. Finally, there’s a meme on cable among conservative talking heads that got a test last week. I’ve asked them “exactly what do you think the President could do?” beyond the pretty aggressive extraction he’s already presiding over (described here ). One answer I’ve gotten back: he just needs to talk about his support for building out the logistics infrastructure, i.e., the pipelines that move oil around the country. That, I was told explicitly, would move the price right away. Well, on Thursday (3/22), President Obama visited Cushing, Oklahoma, a bottleneck point in our national pipeline infrastructure between North Dakota and the refineries in the Gulf. He stated that he is “directing my administration to cut through the red tape, break through the bureaucratic hurdles and make this project [building out part of the Keystone pipeline from Cushing to the Gulf] a priority, to go ahead and get it done.” So, what happen at the pump? Nothing. The figure below shows daily average prices with a line on the day of the speech. Bernanke can say stuff that moves interest rates. Prominent market types can move stock prices. World events can move oil prices. But Presidents simply can’t move gas prices. Yes, I know…evidence isn’t relevant here. In fact, any 12-year old knows that. It’s the grownups that get confused. Source: Gasbuddy.com

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Jerry Jasinowski: Manufacturing Is Different

April 2, 2012

” Do Manufacturers Need Special Treatment ,” was the headline of a commentary by Christina D. Romer, who chaired President Obama’s Council of Economic Advisors, in the New York Times earlier this year. An economist, Romer made it clear she regarded manufacturing as just another sector of the economy. “American consumers value health care and haircuts as much as washing machines and hair dryers,” she wrote. “And our earnings from exporting architectural plans for a building in Shanghai are as real as those from exporting cars to Canada.” That myopic view is all too common among economists. I surmise this is what comes from getting lost in data on spreadsheets, and losing contact with the real world. But I too am an economist and I am here to testify that Romer’s interpretation of the data simply does not reflect reality. Manufacturing is different from other sectors in three key ways: First, manufacturing is where real wealth is created. Manufacturers take raw materials from the earth, apply copious amounts of energy, mix in creative human genius, and voila, out comes the myriad of wonderful products and technologies that enhance human life. Second, manufacturing has an extraordinary “spillover effect” supporting more peripheral jobs than any other sector. This is why the states compete so vigorously to attract new manufacturing plants. And third, manufacturing is where technology is put into practice through innovation. A brilliant idea and $5 will get you a cup of coffee at Starbucks. It is the manufacturing shop floor where the potential of creative ideas is proved or disproved. Manufacturing accounts for 70 percent of private sector R&D and 90 percent of patents. For more than a decade we have stood by while foreign competitors employing predatory trade practices have absconded with major portions of our manufacturing base. The persistent weakness in our economy today, and especially the stubbornly high unemployment, is the result. The time has come to recognize this challenge and rise to meet it. There is a reason our competitors are so committed to manufacturing — they recognize that manufacturing is the foundation of a modern nation’s economy. “The world power that loses its manufacturing base,” said Akio Morita, founder of Sony, “will cease to be a world power.” The good news is that Romer has returned to academia. President Obama and his Assistant for Economic Policy Gene Sperling are highlighting the importance of manufacturing to the country, as is the presumptive Republican nominee Mitt Romney. According to political consultant Mark Mellman, there is overwhelming public support for a national manufacturing strategy focused on bringing jobs back from overseas, retraining U.S. workers, and enforcing fair trade rules. The American people fully understand the importance of manufacturing to the country, even if many economists do not. Change is coming. Jerry Jasinowski, an economist and author, serve d as President of the National Association of Manufacturers for 14 years and later The Manufacturing Institute. Jerry is available for speaking engagements.

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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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James Berman: Why Muppets Everywhere Should Worry

March 30, 2012

Goldman Sachs referring to clients as muppets? Like Captain Renault in Casablanca, I’m once again shocked. Goldman’s alleged disdain for their clients points to a far greater problem at the core of the financial regulatory landscape, one that should strike fear into the hearts of would-be-muppets everywhere. Many people — even those in financial services — don’t realize that there are two vastly separate regulatory regimes out there that watch the people who watch over other people’s money. On the one hand are “registered investment advisers” who are registered with the SEC and are held to a higher fiduciary standard, meaning they can only put their clients into investments that are in their clients’ best interest. Amazingly, a whole other regulatory regime exists: one of “registered representatives” who are regulated by FINRA. These registered reps are what most people call stockbrokers (brokers). Brokers do not have to put their clients’ interests first. Usually, they call themselves “financial advisers” in a seemingly transparent bid to piggyback on the term “investment adviser.” But “financial adviser” is not a legal term with any designated meaning. Stockbrokers are held to the much lower “suitability standard” — which basically means you can’t put a great-grandmother into 100% internet stocks. Since it doesn’t require putting the client first, you might have a guess at who frequently gets first dibs instead. Yes, stockbrokers are often glorified car salesmen. They sell a product, usually an annuity or sometimes a mutual fund, and not always the best one, but sometimes the one with the highest commissions and fees attached — something which benefits them at the miserable expense of the client. Of course, there are honest, well-meaning brokers out there. But if they were really serious about putting the client first, why wouldn’t they drop their stockbroker sheep’s clothing and become registered investment advisers? The good ones have already done so. I’m proud to say I’ve been a registered investment adviser since I started managing money 16 years ago — and nothing but. Goldman Sachs is such a large firm that it probably has both brokerage divisions and investment adviser divisions, which ironically would have different standards of care to their clients. But to call your customer a muppet speaks of a culture that couldn’t possibly think of clients with any dignity. If that wasn’t the brokerage division, I’d be surprised. The big firms are usually brokers, not investment advisers. And the culture is an unsurprising result. Clients should protect themselves by always asking their adviser straight-up: are you a registered investment adviser ? Only those three exact words will tell the tale. And they should get it in writing — to prove they aren’t a muppet.

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Jorge Madrid: Latinos Hit Hard by High Gas Prices

March 30, 2012

Gas prices are reaching record highs for this month, increasing 53 cents since January. American families spent $3.7 million more on gasoline the week ending March 9 than they did the week ending January 2–even though average weekly gasoline purchases are among the lowest in 11 years. But while high gas prices affect all Americans, Latino families bear a heavier financial burden than most. Seventy-two percent of Latino households are experiencing financial hardship–with 41 percent reporting “serious hardship”–as a result of rising gas prices, says a new Center for American Progress Action Fund poll. The numbers are even worse for Latinos in the heavily car-dependent state of California, where prices regularly breach $4 per gallon and an overwhelming 88 percent of Latinos reported financial hardship due to rising gas prices last year. According to the 2010 Consumer Expenditure Survey, the most recent data available, U.S. Latinos spent 5.3 percent of their total income on gasoline and fuel–a full percentage point higher than whites, and double what Latino families spent on fresh fruits and vegetables. Further, the majority of Latino-owned businesses are heavily petroleum dependent– more than half of them are in sectors like construction, waste management, maintenance and repair, transportation, and warehousing enterprises. These types of businesses often rely on gasoline-fueled transportation and machinery, and fuel costs severely impact operation costs and bottom-line profits. Much of the media coverage on rising gas prices focuses on whom to blame. Conservatives want to portray President Barack Obama’s energy policies as the main culprit behind price spikes, while progressives point to record-high profiteering by oil companies and unchecked speculation by Wall Street investors as factors driving up prices. And although U.S. oil production has reached an  eight-year high  under the Obama administration, there’s still no relief at the pump. So what now? The tough news is that no silver bullet can lower gas prices in the short term. We need to be honest in our public discourse and admit that “drill, baby, drill” in our oceans and public lands will not lower gas prices, as numerous studies reveal. The United States only has about 2 percent of the world’s oil reserves, and we are responsible for about 20 percent of global consumption. To really get to the heart of the problem, we need to move beyond the short-term gas-price debate that surfaces every year and figure out next steps. Namely, how do we make all communities, particularly Latino communities who are bearing the brunt of the pain, less vulnerable to gas prices? The short answer: We need functional, alternative options to increase mobility and decrease fuel-use. A step in the right direction is increasing fuel-efficiency standards in all new cars and light-duty trucks, which the Obama administration has already introduced . Latinos are open to purchasing more fuel-efficient or alternatively fueled vehicles, a 2011 poll found that 82 percent of California Latinos have strongly considered this option. The glaring problem, of course, is that many of these vehicles are not affordable yet, so incentive and rebate programs are still needed to bridge the consumer price gap. And before we write this idea off as subsidizing those with low incomes, consider that U.S. Latino purchasing power was more than $1 trillion in 2010, and opening up new markets is a very rewarding venture. Expanding public transit infrastructure is also critical to reducing vulnerability, particularly for those who cannot afford to purchase a new car. Latino families tend to live in highly urbanized areas, with 75 percent of the Latino population concentrated in eight states. And Latinos are three times more likely than whites to use public transit to get around. Latinos and African Americans in urban areas comprise more than 54 percent of all transit users–62 percent of bus riders, 35 percent of subway riders, and 29 percent of commuter rail riders. This means that more buses in particular and more public transit in general can help alleviate some of the pain. In sum, Latinos will be vulnerable to rising gas prices as long as alternatives stay out of reach. But our elected leaders have a big say in this matter. Right now in D.C., Congress is debating a massive transportation bill that will have serious implications on funding for new transit projects across the country. The current version in the House of Representatives ends the 30-year practice of allocating a portion of the federal gasoline tax to support transit funding, while expanding drilling offshore, in our national parks, and in the Arctic. If these misplaced priorities are allowed to go forward, Latinos can expect a lot more of the same vulnerability. Smart policies and investments can help Latinos reduce the need for oil and gas in their everyday lives, not be so beholden to oil companies, and feel the sting at the pump just a little less–or not at all. Jorge Madrid is a Research Associate for the Energy Policy team at the Center for American Progress.

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Raymond J. Learsy: The Price of Oil: Saudi Hypocrisy, Our Gullibility

March 30, 2012

One is compelled to pull out that old ‘chestnut’, “There he goes again.” The face of Saudi oil, and de facto senior voice of the OPEC cartel, Saudi Oil Minister Ali Naimi entertained us to one of his seminal dissertations (“Saudi Arabia will act to bring down high oil prices” Financial Times 03.29.12} expounding on Saudi Arabia’s concerns for the well being of all mankind. Stating the case clearly, that Saudi Arabia “…remains the world’s largest producer and the country with the largest proven reserves, so it has a responsibility to do what it can to mitigate prices.” No argument here. Yet that bit of wisdom is prefaced by the oldest of canards, “Needless to say Saudi Arabia does not control the price: it sells its crude according to international prices.” A truly bizarre declaration coming from the leading protagonist of the cartel, OPEC, whose primary function is to limit the supply of oil to world markets to control, and within the limits of the world’s tolerance, to maximize the price of crude oil in the market place. Clearly their efforts have been so successful that the limits of tolerance have now been reached and letting off a little steam has become part of the ritual. The ritual is encapsulated in the mantra repeated in Mr. Ali Naimi’s pronouncement: “The bottom line is that Saudi Arabia would like to see a lower price . IT WOULD LIKE TO SEE A FAIR AND REASONABLE PRICE, that will not hurt the economic recovery, especially in emerging and developing countries…”. A statement that automatically elicits our well inculcated and programmed hosannas whenever such mumblings come out of Riyadh. The trouble is we have heard this babble before and now again. In December of 2008, with oil prices teetering below $40 a barrel and gasoline prices accordingly restrained, our now benevolent Saudi Oil Minister Al Naimi would pontificate, after King Abdullah himself had ventured that $75/bbl was a fair and reasonable price, enlightening us “You must understand that the purpose of the $75 price is for a much more noble cause . You need every producer to produce , and marginal producers cannot produce at $40 a barrel.” (please see “OPEC’s Noble Cause” http://www.huffingtonpost.com/raymond-j-learsy/opecs-noble-cause_b_151961.html). This coming from a producer whose production costs veer toward $1.50/bbl or possibly less according to a pronouncement made by none other than Mr. Ali Naimi at a Houston oil conference in the late ’90s Well, several months after the December 2008 statement giving us the parameters of oil price ‘nobility’ the price touched and quickly breached Mr. Al Naimi’s $75/bbl. As it went shooting on to $100/bbl and well beyond with barely a word of discomfiture coming from OPEC’s or the Saudi Oil Ministry’s headquarters. As the price veered to $100 and higher the International Energy Agency had the presumption to criticize OPEC for holding back production only to be roundly reprimanded by OPEC’s the Secretary General El-Badri blaming high prices on speculation and “technical means”, whatever that means (please see “Noble’ OPEC Criticizes the International Agency” 1.19.11)Energy Speaking of speculation, or worse, manipulation- given the lack of transparency in the trading of oil futures in the world’s commodity markets, it would be interesting to hear from Mr. Ali Naimi whether the Saudi Oil Ministry, Aramco, the Saudi Sovereign Wealth Fund or whatever Saudi or OPEC designees are currently holding oil futures contracts and to what purpose. Certainly not to lower the price of oil? Anyway, thankyou Mr. Ali Naimi. Your sincerity and good deeds are appreciated.

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BJ Gallagher: Courage Goes to Work

March 29, 2012

Bill Treasurer knows a thing or two about courage. In his early career as a member of the U.S. High Diving team, he performed over 1500 dives from heights scaling to over 100 feet (the equivalent of a ten-story building). Today he is a business consultant who works with organizations to develop courage in their employees — from front-line folks to supervisors and team leaders to managers and senior executives. His company, Giant Leap Consulting, counts Bank of America, NASA, Saks Fifth Avenue, Accenture, Spanx, U.S. Department of Veterans Affairs, UBS Bank, and the National Science Foundation among its clients. Recently I was helping a friend do some research on “everyday courage” when I came across Treasurer’s latest book, Courage Goes to Work . I was intrigued by the notion of courage in the workplace, so I asked him if he would sit down and have a conversation with me about courage at work. BJG: Your books and your consulting business focus on helping people build courage. Tell me what you mean by “courage” in the context of modern workplace. BT: Today’s workplace is rife with fear — leaders who use fear as a motivator, fear and job insecurity, worry about what coworkers think of you, fear of workplace changes — these factors, and many more, fuel people’s fear. What’s the alternative to fear? Courage. It takes courage to make budget requests; courage to admit making a mistake; courage to take on a new role requiring new skills; courage to launch a new product. The normal human response to fear is to hunker down and play it safe. But if everyone is playing it safe, the business is in real danger of missing significant opportunities. When you’re anxious, worries, or scared and feel the urge to hunker down and play it safe, that’s the time you need to do just opposite. Playing it safe never leads to greatness. That’s where courage comes in. Because there is so much fear in today’s workplace — probably more than at any time since the Great Depression — I am committed to helping people find the courage they have inside but often can’t get in touch with. Many folks remind me of the Cowardly Lion in the Wizard of Oz — they think they don’t have any courage, but they really do. They just need someone to remind and reassure them that they have the right stuff, they have what it takes. For instance, Sara Blakely, the founder of Spanx, once told me that whenever one of her people makes a mistake — especially when the mistake leads to learning and new insights — she is never disappointed. In fact, she goes up to the mistake-maker and gives them a big high-five for their willingness to take risks and be courageous. Given how Sara values courage, it’s not surprising that she graces the cover of Forbes magazine as the youngest self-made woman billionaire! She’s the kind of client I love working with — someone who’s already running a great organization and wants to be even better. BJG: Are there gender differences when it comes to courage? Does courage show up in different kinds of behavior for men and for women? BT: On the macro level, no, there’s no difference between courage for men and women. Courage means to take action despite being intensely afraid or uncomfortable — and that’s true for both genders. But we do find differences in the types of risks each gender is more willing to take. For instance, women tend to be more willing to take emotional risks than men. It takes courage to be emotionally vulnerable, and this seems to come easier to women than men. And we find that men tend to be more willing to take physical and financial risks than women. So both genders are capable of great courage, but it is very likely that they will not be equally courageous in all parts of their lives. It’s important to not over-generalize. Whether you’re a women or a man, when you face a challenging situation, the physiological responses are the same: your heart races, your mouth gets dry, your eyes dilate, and your palms sweat. We also have to remember that courage is personal. What triggers fear in me won’t necessarily make you fearful. Rather than attempting to define masculine or feminine courage, I encourage women to push into new territory and define what courage looks like for them. BJG: What do you think of this notion of a “war on women” we keep hearing about in the media? Do you think there’s a “war on women” in the workplace as well as in the political arena? BT: Well, if there is a war on women, the insurgency is fighting back. It only took about two days for women to organize and mount a campaign to get the Susan G. Komen foundation to rescind their decision to stop funding Planned Parenthood. A few weeks later, women mobilized again and pressed advertising sponsors to drop Rush Limbaugh when he called Sandra Fluke a “slut” and a “prostitute”. Looks to me like women are pretty darn courageous! An interesting sidebar: If there is a war on women, some women can’t decide which side of the war they’re on. Zogby International did a survey of workplace bullying a few years back. It showed that 40 percent of workplace bullies are actually women, and 70 percent of the time these women are bullying other women! I once asked a female senior executive how she thought the workplace would be different when women have completely broken the proverbial glass ceiling. She commented that women would lead with a more cooperative style than men. While I believe that her answer was right, what struck me was how her own behavior was so at odds with her answer. She was pretty close to the other side of the ceiling herself, yet she was as uncooperative as could be. I suspect there are other women like her. It’s as if they’re waiting till they’re on the other side of the ceiling before they adopt a more progressive and evolved leadership approach. Courage, I think, would be to adopt these behaviors without waiting until you’re “arrived” to do so. BJG: Finally, what advice do you offer women about cultivating more courage in their own lives — both personally and professionally? BT: First, set some “gulp goals” — goals that are exciting, and a little scary too. Courage can be fuel that helps move you toward those goals. Second, identify where you are playing it too safe. Understanding that will indicate the next courageous move you want to consider making. Third, have sweaty palms. Don’t just lean into discomfort — move into it far enough that your body starts to feel the physiological responses of courage … like sweaty palms. Finally, I’d suggest two words that will serve you well as you move forward in your life and career: Be courageous. You can use them whenever you’re feeling complacent; nudge yourself into action when you want to stand up to an office bully; and reassure yourself whenever you find yourself gripped by debilitating fear. Make it your new mantra – Be courageous! Bill Treasurer is the author of “Courage Goes to Work” as well as “Right Risk: Ten Powerful Principles for Taking Giant Leaps with Your Life.” For more information about Treasurer and Giant Leap Consulting, go to www.couragebuilding.com

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Daniel Dicker: Oil Market Itself Proves Gas Prices Are All Speculation-Driven

March 29, 2012

Why are crude oil futures traded on the Intercontinental Exchange (ICE) $30 cheaper, or almost $1 a gallon less, three years from now? That just doesn’t seem possible — unless the oil trade is totally overrun with speculators and Fed-inspired, cheap-money risk investors. On CNBC on Friday, I got into a discussion with an executive at one of the larger derivative brokerages about the amount of speculation and investor interest in the oil markets today. He made a number of good points, but one that he made that wasn’t so good was in comparing the oil market to stocks. He claimed that current oil prices reflected risk in the market accurately because they are “forward-looking.” That’s an old saw for equities traders and posits that stocks can react today to events and cycles that are still many months from taking hold. The equity market can be “forward-looking” and price in better or worse — news that is only expected to happen, but hasn’t occurred yet. You can believe that or not — it’s not really the point. The point is that futures markets are not like stocks. For any company, there is one primary instrument to trade: its common shares. With futures you have monthly deliveries — and you can trade in any of them of your choosing at any time. In other words, futures don’t need to be forward-looking — they are, in fact, real forwards — with an expiration date attached for every investment or hedge you choose. If you want to bet that something will happen three months from now or three years from now to affect oil prices, you need not buy “oil” or today’s closest month to delivery — you can buy or sell oil delivering exactly when you think it will happen. Most investors probably don’t even know this. But it is more than telling that futures for delivery in December 2015 Brent crude oil traded at the ICE are almost $30 lower than the spot price, which reflects global oil prices today at more than $125 a barrel. One of three things is definitely going on here: One, all of the oil analysts who are talking about increasing Emerging Market demand and dropping marginal supplies and continual long-tail geopolitical risks over the next several months and years are all wet. Or: Much of that $30 premium is composed of investment and fund speculation, driven by commodity indexes, ETF’s and hedgies, collectively up over $300 billion nominal dollars, hiking prices and punishing consumers at the gas pumps. Or: December 2015 Brent crude oil futures are the most undervalued investment ever seen, and will make you a virtual fortune in less than three years, the kind you can retire on and never worry about your grandkids’ grandkids’ futures. Spoiler alert: I have a lot of respect for oil analysts and their research, and also don’t think you should bet the farm in December 2015 futures. That leaves only one. Here’s the CNBC clip:

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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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Jeremy Rifkin: The Third Industrial Revolution: How the Internet, Green Electricity, and 3-D Printing Are Ushering in a Sustainable Era of Distributed Capitalism

March 28, 2012

The great economic revolutions in history occur when new communication technologies converge with new energy systems. New energy revolutions make possible more expansive and integrated trade. Accompanying communication revolutions manage the new complex commercial activities made possible by the new energy flows. Today, Internet technology and renewable energies are beginning to merge to create a new infrastructure for a Third Industrial Revolution (TIR) that will change the way power is distributed in the 21st century. In the coming era, hundreds of millions of people will produce their own renewable energy in their homes, offices, and factories and share green electricity with each other in an “Energy Internet” just like we now generate and share information online. The creation of a renewable energy regime, loaded by buildings, partially stored in the form of hydrogen, distributed via a green electricity Internet, and connected to plug-in, zero-emission transport, opens the door to a Third Industrial Revolution. While the TIR economy allows millions of people to produce their own virtual information and energy, a new digital manufacturing revolution now opens up the possibility of following suit in the production of durable goods. In the new era, everyone can potentially be their own manufacturer as well as their own internet site and power company. The process is called 3-D printing; and although it sounds like science fiction, it is already coming online, and promises to change the entire way we think of industrial production. Think about pushing the print button on your computer and sending a digital file to an inkjet printer, except, with 3-D printing, the machine runs off a three-dimensional product. Using computer aided design, software directs the 3-D printer to build successive layers of the product using powder, molten plastic, or metals to create the material scaffolding. The 3-D printer can produce multiple copies just like a photocopy machine. All sorts of goods, from jewelry to mobile phones, auto and aircraft parts, medical implants, and batteries are being “printed out” in what is being termed “additive manufacturing,” distinguishing it from the “subtractive manufacturing,” which involves cutting down and pairing off materials and then attaching them together. 3-D entrepreneurs are particularly bullish about additive manufacturing, because the process requires as little as 10 percent of the raw material expended in traditional manufacturing and uses less energy than conventional factory production, thus greatly reducing the cost. In the same way that the Internet radically reduced entry costs in generating and disseminating information, giving rise to new businesses like Google and Facebook, additive manufacturing has the potential to greatly reduce the cost of producing hard goods, making entry costs sufficiently lower to encourage hundreds of thousands of mini manufacturers — small and medium size enterprises (SMEs) — to challenge and potentially outcompete the giant manufacturing companies that were at the center of the First and Second Industrial Revolution economies. Already, a spate of new start-up companies are entering the 3-D printing market with names like Within Technologies, Digital Forming, Shape Ways, Rapid Quality Manufacturing, Stratasys, Bespoke Innovations, 3D Systems, MakerBot Industries, Freedom of Creation, LGM, and Contour Crafting and are determined to reinvent the very idea of manufacturing in the Third Industrial era. The energy saved at every step of the digital manufacturing process, from reduction in materials used, to less energy expended in making the product, if applied across the global economy, adds up to a qualitative increase in energy efficiency beyond anything imaginable in the First and Second Industrial Revolutions. When the energy used to power the production process is renewable and also generated on site, the full impact of a lateral Third Industrial Revolution becomes strikingly apparent. Since approximately 84 percent of the productivity gains in the manufacturing and service industries are attributable to increases in thermodynamic efficiencies — only 14 percent of productivity gains are the result of capital invested per worker — we begin to grasp the significance of the enormous surge in productivity that will accompany the Third Industrial Revolution and what it will mean for society. The democratization of manufacturing is being accompanied by the tumbling costs of marketing. The internet has transformed marketing from a significant expense to a negligible cost, allowing startups and small and medium size enterprises to market their goods and services on internet sites, like Etsy, that stretch over virtual space, enabling them to compete and even out compete many of the giant business enterprises of the 21st Century. As the new 3-D technology becomes more widespread, on site, just in time customized manufacturing of products will also reduce logistics costs with the possibility of huge energy savings. The cost of transporting products will plummet in the coming decades because an increasing array of goods will be produced locally in thousands of micro-manufacturing plants and transported regionally by trucks powered by green electricity and hydrogen generated on site. The lateral scaling of the Third Industrial Revolution allows small and medium size enterprises to flourish. Still, global companies will not disappear. Rather, they will increasingly metamorphose from primary producers and distributers to aggregators. In the new economic era, their role will be to coordinate and manage the multiple networks that move commerce and trade across the value chain. The rapid decline in transaction costs brought on by The Third Industrial Revolution are leading to the democratization of information, energy, manufacturing, marketing, and logistics, and the ushering in of a new era of distributed capitalism that is likely to change the very way we think of commercial life in the 21st Century. For a more detailed look at how 3D printing in the Third Industrial Revolution era is going to transform the global economy you can link to my cover story in the current issue of The World Financial Review here . Jeremy Rifkin is the author of The New York Times best selling book, The Third Industrial Revolution, How Lateral Power is Transforming Energy, the Economy, and the World. Mr. Rifkin is an adviser to the European Union and to heads of state around the world. He is a senior lecturer at the Wharton School’s Executive Education Program at the University of Pennsylvania and the president of the Foundation on Economic Trends in Washington, D.C.

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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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Don McNay: Injured People and the One Percent

March 28, 2012

Most people perceive my job as strictly helping people make money. What I really do is help injured people. I keep injured people from wasting a settlement. I help them find every government benefit and program that might make their lives better. I find ways for them to minimize taxes and maximize what they keep. I assist in mediations and help them get claims settled. Many of my clients are in the top one percent of income earners. The bracket that some people are marching against. Most of my “one-percenters” are in wheelchairs or had their families wiped out in accidents. I’ve been doing my work for nearly 30 years and would never trade places with any client who got a large settlement or judgment. No sane person would give up their health or their family for money. Thus, going to war against the top one percent is not black and white for me. I’m for making hedge fund managers pay ordinary income tax like the rest of us do. I’m for tying Wall Street bonuses to doing something productive for society, instead of taking a bonus but not creating wealth. I want to see more being done for Main Street and less being done for Wall Street. I want the average American to get a fair shake and not be ignored by Washington. But what I really want is to keep doing things to help injured people with their money. A financial guru once called me a “financial evangelist.” I think I am more like a financial pastor or minister. I want to comfort the injured and help them heal. I also want them to hang on to their money. Thus, when they start going after the top one percent, I want to make sure that my clients are not the one percent of people they are going after. I want Congress to go after Wall Street but have found that Wall Street have a lot better lobbyists than injured people do. I’ve been encouraged that injured people will benefit from health care reform. I’ve spent the past few months becoming immersed in the nuances of the new health care reform act. I’ve read all 1990 pages of the law several times. After months of study, I understand it. I see how it helps people I want to help. If you like the law, you call it health care reform, if you don’t like it, you call it Obamacare. Before I took the time to really study the legislation I called it Obamacare. I encouraged my Democratic Congressman to vote against it, which he did. Now I am calling it health care reform. It is going to turn the medical system upside down. I don’t know how we will pay for it but I see where it truly helps injured people. Some of the reforms are coming to place now, before 2014, and I am learning how to use them to help my clients. When you dig into the details of the law, you see how health care reform empowers people who have been shut out or minimized by the health care system. It promotes wellness and good health. That’s not such a bad thing. I can also see the new law, along with the bailouts and stimulus packages of recent years, putting a huge strain on the federal budget. There have been calls of “tax reform” to pay for the looming larger deficits. I’ve learned one thing from watching Washington. Whenever there is a “reform” or “call to sacrifice” it is the little people who are supposed to do the sacrificing. Wall Street gets paid back 100 cents on the dollar. I can see reforms, aimed at the “one percent,” actually hitting people like my clients who are using their resources for medical care and a better quality of life. I don’t mind taxing a Wall Street banker’s second yacht or third vacation home. I don’t want them taxing a client who wants to buy a lift for his wheelchair. It’s simple to aim focus at the top one percent of income earners and assume they are all doing something wrong. It’s more complicated when you add in people who got to the one percent by having a drunk driver smash into their car and kill their family. When we start talking about the “one percent,” we need to think about the one percent of society who are hurting and need government assistance and help. And make sure that help is provided. Don McNay, CLU, ChFC, MSFS, CSSC is the bestselling author of the book, ‘Wealth Without Wall Street’; McNay, who lives in Richmond, Ky., is an award-winning financial columnist and Huffington Post contributor. You can learn more about him at www.donmcnay.com. He is the Chairman of the Board for the McNay Settlement Group (www.mcnay.com) which provides structured settlement consulting for injury victims, lottery winners, and the families of special needs children. McNay founded Kentucky Guardianship Administrators LLC, which assists attorneys in as conservators and setting up guardianships. It is nationally recognized as an administrator of Qualified Settlement (468b) funds.

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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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Jamie Tolentino: By Implication Talks About Their Filipino Startup Journey

March 27, 2012

Being an entrepreneur in the tech industry is not a common path to take for young graduates in the Philippines, where I’m originally from. However, following their Microsoft’s Imagine Cup 2010 win, the By Implication team seems to have entered the Filipino startup scene. I decided to interview them because I thought that what they are doing is really admirable. Amidst the country’s lack of infrastructure and support for the Filipino startup scene, they have chosen to press on and follow their dreams. What’s really cool is that they also come from different backgrounds as well. Hopefully this interview will inspire more startups in places where startup culture is not yet big. 1) Who are the guys behind By Implication? How was By Implication born? by Implication began as a group of high school friends who liked talking about games during breaks. We talked about the things we liked to see in the games we played, and about the games we’d make ourselves, if only we could. Eventually we started fooling around with programming and art for games, but our experiments left much to be desired. We ended up going to different universities, and taking up different courses, but we never lost the desire to make games. We eventually decided to get the group back together to join Microsoft’s Imagine Cup, represent the Philippines, compete with over 400 teams around the world, and win first place in 2010′s Game Design category. Our win convinced us to get into the game and software development industry full-time, and formally found by Implication as a company. We’ve since grown our ranks a little, having recruited the very best of the best from all over (our relatively small network of friends). Background-wise, we’re sort of a weird bunch. From left to right: Pepe Bawagan, Meggy Kawsek, Jim Choa, Levi Tan Ong, Wil Li, Philip Cheang, Kenneth Yu, Thomas Dy and Rodrick Tan Kenneth , for some reason, took up economics and business management in La Salle, even though his brain’s wired to be a writer. Despite the apparent dissonance, he managed to come away with some base-line managerial skills, so he now serves as the team’s project manager/producer, writer, odd-job-completer and ninja-slayer. Levi has a degree in chemical engineering from UP Diliman, but works as a game artist, UI designer, game designer and a whole bunch of other roles not related to chemical engineering. Because of his engineering background, he is one of the few people who (barely) understands Wil when he descends into higher mathematical discussion. Philip has a degree in information design from Ateneo, a course in the Fine Arts Program, but he has always been technically-inclined. What might seem like an odd combination has worked well in bridging creative direction (with Levi and Kenneth) and technical constraints (with Wil and the rest). When not working with Levi on UI assets or game design, he helps decide on art, product, and technical direction. Wil took computer science in Ateneo. Not happy with the lack of mathematical background, which caused… unpleasant experiences when trying to parse computer graphics research papers, he also took mathematics in the same university. He’s the team’s main programmer and does the mathematical modeling part of game design/balance (i.e. conjuring functions that dictate how various parameters should behave). Jim took up computer science in Ateneo, but is one batch lower than everyone else. Unlike Wil though, he has some (un)natural aversion towards higher math and did not take up higher Mathematics. He’s also the other game programmer in the team and handles general gameplay programming and AI. Thomas also took up computer science in ateneo. Not having a Mac or game development skills, he handles most of the non-iOS and non-game programming. Meggy graduated from Ateneo with two BFA degrees (Information Design and Creative Writing) but has her heart in making pictures move. She helps out with the team’s design-related work, project management, game art, and animation. She’s not sure what to feel about being the token girl of the group. 2) What does By Implication offer/do? We make games, mostly. We also make applications and other things, when we get ideas that we think people will find useful. So far, we’ve got three games out for people to play. We’ve got an award-winning social-action simulation game out for the PC called Wildfire. We also have Scram, a first-person atmospheric running game for sale on the iOS App Store. We also made a game called Escalation!, which is available free for Samsung’s old bada phones. We have a good number of other cool things in the pipeline, but we’ll talk about those a bit later. We’ve also done some consulting/client work for some innovative Filipino startups, but we can’t really talk too much about that until the products themselves are out. (But do stay tuned!) Occasionally, we’re asked to talk at schools and seminars about making apps, putting together a development company, and other stuff. 3) Do any of you have a comp sci background? Yes, our programmers come from computer science educations. Funny thing is, computer science courses in the Philippines are rarely ever enough to get you ready for a heavy game or application development career; all our programmers have had to do a significant amount of self-teaching to get to where they are now. The rest of us (the artists, designers, and the one lonely manager) have varying degrees of self-taught computer science knowledge, but not nearly as much as our programmers. 4) Why did you guys choose to set up your own company instead of going the traditional go work for a big company route? Well, we really wanted to make games and original Filipino content. Thing is, there aren’t really a lot of places to do that in the corporate setting over here. There are several software and game development studios here. A good number of these are doing pretty interesting stuff, but many do primarily outsourcing work. Some of us were actually trying to convince ourselves to just make games on the side, and take a full-time corporate job, but we couldn’t bring ourselves to do it. Some of us also theorize that we would probably lose our minds working for a big corporation, anyway. The early-morning commutes alone would probably be enough to shatter our fragile senses of self. 5) Where are you guys currently based (office wise)? The Internet. It’s really got the best rental rates currently available. Physically, though, we’ve grown the ability to set up an HQ and start working nearly anywhere. We’re all laptop users, so this is actually pretty easy. We can work in cars, vans, planes, buses, and over plates of dinner. It’s sort of good for our brains, too, because there is nowhere we can go to be safe from work! When we don’t feel like nomads, we work in an office near Camp Crame, or at one of our major clients’ offices, on Pasong Tamo Extension. This is all in the Philippines, of course. 6) Whats the culture like at By Implication? It’s… weird. We’re a bunch of mind-linked, workaholic obsessives. We don’t really keep regular work schedules (because, well, it’s not as if our natures would allow us to slack off, anyway.) We also don’t really like hierarchies or work protocols, or office-style processes and politics of any sort. Everyone working on a project has an equal say in decision-making, whether he or she’s been working on the project forever, or has just come aboard two days ago. 7) Would you say that you enjoy being colleagues with your best mates? Yes, it’s pretty great. We’ve been hanging out and talking about games for over eight years now, maybe. After you’ve been friends and co-workers with someone for that long, you tend to develop a better sense of how the other person thinks, and how your work can complement his, even how he’d respond when confronted with a particular problem. As we mentioned earlier, this has allowed us to develop sort of a hive mind within the company. This works quite well for assuring that everyone’s always on the same page. 8) What are you currently working on? As we mentioned earlier, we’ve got a lot of projects in the pipe (this is possibly why most of us are always twitchy and sleep-deprived). We’re working on a comics distribution platform for Philippine authors, artists and readers. It’s coming along pretty nicely, and we’ll probably be releasing more news on that one soon. We also recently came up with this new idea for an art utility app. We’re developing it both as an internal tool, and as something that we can sell to other indie game developers, to make an important part of the development of a certain type of game much easier. We’ve decided to fast-track development on this, and again, we’ll have more news on this soon. And, of course, we’re working on more games. One of our current long-term projects is a mind-bending topdown action game. Another one that’s in pre-production is an expansion of a fun, frustrating multiplayer game we were able to come up with during the recent Global Game Jam. We also have a dungeon crawler, a strategy game, and a martial-arts combat game in the pipe, but those are a little too far off for us to talk about just yet. 9) Any future projects/plans/goals? We want to make more games! And more applications! And sell more stuff (of course)! Our goal has always been to raise the bar for game and application development in our country, and to hopefully become a respected name in the global game and application industry. That’s what we, as a group, want. We’re not so sure about our project manager, though. We hear he just wants to grow up to become a Tyrannosaurus Rex.

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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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Marc Stoiber: From One Virgin, Countless Social Entrepreneurs Are Born

March 27, 2012

Richard Branson is an entrepreneur who understands how business can shape a more sustainable world. Consider this quote from his book Screw Business As Usual : “Never has there been a more exciting time for all of us to explore this great next frontier where boundaries between work and purpose are merging into one, where doing good, really is good for business.” It’s an exciting message made real by people like Jean Oelwang, CEO of Virgin Unite. The company , working with Branson and 200 Virgin businesses across 15 countries, has a mandate to “connect amazing people and great ideas to make positive change happen in the world.” At the GLOBE 2012 Conference , Oelwang and I chatted about how Virgin is spreading both its infectious brand of entrepreneurial zeal and its mission to lessen our impact on the planet. One example that sparked my imagination was the company’s unique take on an incubator for entrepreneurs. In holiday destinations like the Caribbean, authentic experiences are becoming the new currency. But local entrepreneurs with great ideas seldom have access to the capital, training or leadership skills that would give their innovations the credibility tourism operators demand. To counter that, Virgin Holidays, Virgin Unite and local partners like Chris Blackwell built the Branson Centre For Entrepreneurship Caribbean . The Centre’s goal is to create local economies that sustain themselves as they protect both social equity and the environment — building a valuable supply chain of smart, proud local entrepreneurs in the process. The end effect is a Caribbean that remains an authentic, vibrant destination, filled with interesting businesses, a thriving sense of community, and a protected environment. “A focus on people is core to our brand” says Oelwang. “Our challenge is finding the great entrepreneurs wherever we are, and levering them to create entrepreneurial solutions to big problems.” Oelwang understands that people want to change their own community for the better, instead of having someone do it for them. By harnessing this insight effectively, Virgin Unite is creating benefits that radiate on a global scale. A Global Entrepreneurial Idea Jam A few years back, IBM conceived the idea of Global Idea Jams . These online events connected creative thinkers around the world to work out solutions to pressing issues. The events were brilliant showcases for IBM’s formidable networking know-how. But they also generated tremendous volumes of ideas – the lifeblood of any forward-thinking company. Oelwang believes Virgin Unite’s work in seeding successful entrepreneurs in places like the Caribbean will have a similar effect on Virgin. “We’re breaking down silos and reaching out to entrepreneurs around the world. And they’re rewarding us with solutions that have a true global perspective.” Not only is an innovation funnel filled with unique global ideas a boon to the brand — it’s also key to survival in a culturally chaotic world. In my writing on futureproof brands, I describe five factors that enable brands to survive an uncertain future. The key is mining insights developed from real consumer needs. These needs must be universal, and pressing. Virgin can tap a world of these insights through its global network of budding entrepreneurs. Lessons To Marketers 1. One idea good, many ideas better — There is no ego in innovation. Creating a powerful network of idea generators is your guarantee of relevance into the future. 2. Think holistic — Virgin’s Branson Centre For Entrepreneurship Caribbean builds strong local communities and economies – vital to a thriving tourism industry. Are you protecting your golden egg, or leaving its survival to chance? 3. Do good, do well — The world of business is evolving into one where you do well by doing good. As Jean Oelwang and Virgin Unite prove, this perspective can also help build a potent brand.

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Geri Stengel: Redesign Business for a Robust Economic Future

March 27, 2012

We need more women in leadership roles This isn’t a call for a feminist revolt; it’s a call for a healthy, growing economy and leadership by women is needed to accomplish that. If you don’t buy that, check out some of the research : The more women in the board room, the greater return on sales, equity, and invested capital. Maybe because, as the Harvard Business Review reports , women also excel at leadership skills. One place where women are falling behind is high-growth businesses, a failing that the Kauffman Foundation dubs a loss of potential economic drive. Facts we need to change: Women start businesses but don’t grow them. Women are under-represented among venture capitalists and angel investors. Women get a high percentage of the degrees in biological sciences and physical sciences but are woefully behind in taking out patents and building businesses based on their research. Women score higher in the competencies that make good leaders but are under-represented in higher-level corporate positions. To paraphrase Lily Tomlin, we can sit around waiting for somebody to do something or we can realize that we are somebody. Let’s make change happen. Make women visible: Four years ago, venture capitalist Jorge Calderon realized that he couldn’t find women- and minority-led enterprises to invest in. Not because they weren’t there, but because they aren’t visible. He started Springworks to show women and minority innovators how to catch the eye of venture capitalists. Women are missing from the science advisory boards of corporations, which means they don’t have the contacts they need when they do come up with a great idea, according to the Kauffman Foundation and ” The Entrepreneurial Puzzle: Explaining the Gender Gap ” from Georgia State University. Redesign workplaces: Build businesses that can accommodate the differing lifestyles of employees, whether male or female . You can retain and grow talent by being flexible — flexible about taking a year off for family without losing a rung on the career ladder; flexible in working hours; flexible about telecommuting. Flexibility also cuts costs and improves customer service. It’s a smart business strategy, not a give-away. If we don’t restructure business culture, we’re going to keep losing the talented people we’ve paid money to train. And we won’t be able to serve customers in the 24/7 world of e-commerce and global customers. Redesign informal networks: Either all women need to learn to love sports and play golf or informal gatherings where relationships are built and deals made must become more inclusive. Guys, this isn’t about giving up your bonding moments. It’s about finding the best business relationships. When you leave out half of those who might have the best deal, what does that do for you? Redefine “tough” and “bitchy”: Nice girls do fire people . If they don’t do what’s needed, they aren’t helping the business or the employee. Being tough or, as it’s called when men do it, assertive and strong, is good business if done right. Network and mentor: Women need to support and mentor each other. Those few who have made it to the c-suite or own their own businesses must reach out to help those starting out, perhaps by forming angel investment groups, such as Pipeline Fellows do. As Karen Barbour, founder and president of The Barbour Group says of her efforts to help women get a start in federal construction contracting, “Sometimes I feel like Tinkerbell. They never knew this existed. I say take my hand; we will go fly.” Or it could mean building the alumnae network at your school, going back to speak and inspire young women, as Deborah Sweeney CEO of MyCorporation does. Better yet, start all if it younger. Girl Scouts of the USA has announced the launch of ToGetHerThere, a bold advocacy and fundraising cause, dedicated to girls’ leadership. The multi-year effort will seek to create balanced leadership — the equal representation of women in leadership positions in all sectors and levels of society — within one generation. Again, this isn’t a feel-good effort; it’s about facts. Research shows that Girl Scout alumnae are more confident, achieve higher levels of education, earn more money, give back to their communities, and vote more regularly than those who didn’t participate in Girl Scouts. And the longer women were in Girl Scouts, the more advantages they have. Volunteer to lead a troop, work on a project or otherwise help girls achieve the confidence, teamwork, and leadership skill they need to become the next Bill Gates. Back to Lily Tomlin: You are somebody. So do something.

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Evan Bailyn: How To Cock-Up A Cocktail Conversation

March 26, 2012

If you regularly attend events for work, or rely on interacting with other people for your career, I have a fantastic guide for you on how to absolutely never get what you want. Other people may provide strategies that only occasionally backfire. However, completely ruining your own conversational aims takes surprisingly little time. All you have to do is master one foolproof tactic: never, ever allow people a glimpse of who you really are. Impossible, you may say — but no! As with all the best how-to guides, it comes down to the three C’s: be cool, collected and corporate. Be Cool : As any junior high student knows, the essence of ‘cool’ boils down to three words: don’t care. Period. This especially applies to professional interactions with people who have the potential to further your cause or help grow your business. Remember how the cool kids in school never messed up, because they never got involved? Be that cool. Don’t strike up a conversation — be professional and let people come to you! Cool people are coolest when they resemble mannequins — no warmth, no animation, no enthusiasm. The cool businessperson never makes the first move — which guarantees that you stay stock-still forever. Be Collected : One of the strongest arrows in your quiver of ineptitude is being polished, pressed, starched and entirely self-possessed (think distant politician or blank runway model). You are focused on you, which means you have wasted no time trying to understand the objectives of the people you might speak to. You put no effort into preparing, in case you meet someone whose objectives align with yours, and so you will be happily unable to offer solutions (this would only make them more eager to talk to you). Having accomplished this, you are ready for the next level. Be Corporate : Who doesn’t have warm and fuzzy feelings about their favorite corporation? The tangled bureaucracy, the glassy impersonality and uniformity… sigh. They dispense information in declarative-sentence fact bites, never ask how you’re doing and list their contact information where you can only find it if you’re looking for it. In other words, they are the perfect models for those who want their professional networks to be as lively as a morgue. Here’s how you can apply their tactics to ruin a conversation with a potential donor, client or contact at any event: • Don’t ask, just tell : Wait for the inevitable “So, what do you do?” Answer. Then wait. No need to show personal interest — you want this conversation to grind to a painful halt, and the best way to do that is to act like a call service operator. Answer direct questions, but don’t go any further. If you actually wanted to develop this person as a viable, lasting contact who might one day be a client or refer you business, you would forge a relationship, which would require finding out about what drives them professionally, why they chose their fields, what they hope to accomplish in the next few years — finding real common ground and a shared sense of purpose. Which takes time. And effort. So remember — no corporate flunky really wants an answer to “How are you today?” That’s why they don’t pause before plowing ahead with their next sentence. • Numbers or names, they’re all the same : A beautifully dead-end conversation resembles an elevator pitch. When you treat your conversational partner like a captive audience, you get to talk as much as you like about business, all while avoiding those icky personal topics like family, mutual friends, children, backgrounds and personal passions and interests. When you learn what makes the person you are speaking to unique, and relate to them on a personal level, you exponentially increase the likelihood that they will anticipate — even look forward to — speaking to you again. So speed through your conversation. Say what you want to say and move on to the next person. In no time, you’ll have covered the entire room, and have nothing to show for it. Score one for the good guys. • Here’s my card : Your conversational partner’s pocket is already bulging with business cards. You want yours crammed in with the rest (after all, dry cleaners need something to read, too), so hand yours off with a vague “Let’s connect.” Failing to offer a concrete time or reason for your new acquaintances to get in touch with you ensures that they won’t. On the other hand, promising to touch base via email within a week about a specific subject you discussed will only improve your relationship — just say no. With the three C’s at your disposal, I guarantee that no conversation, whether it be with potential clients, networking contacts, or donors will lead to a sound working relationship. So enjoy your next networking event, secure in the knowledge that you can leave your phone off — it won’t be ringing. Who needs new business anyway?

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Ron Ashkenas: Firing Someone the Right Way

March 26, 2012

Perhaps the most difficult part of any manager’s job is telling a subordinate that he can no longer stay with the company — that he’s been “fired,” “let go,” “dismissed” or otherwise taken off the payroll. It’s a gut-wrenching conversation, knowing how this simple act affects a person’s career, self-esteem and livelihood. Firing an employee also affects everyone else on your team. Not only does it change work assignments, but it also makes people wonder about your judgment as a manager and their own job security. Given these emotional undercurrents, many managers let anxiety drive the firing process instead of intellect, making a difficult moment even worse. For example, I know of a senior manager who walked unannounced into his employee’s office, junior HR person in tow, and declared: “You’ve been fired. Our HR associate will answer your questions and then escort you out of the building.” The manager then exited, leaving the shocked (former) employee and the ill-prepared HR person staring awkwardly at each other. What made this situation even worse is that the senior manager had given no previous indication of the employee’s performance difficulties and had given him nothing but positive feedback in the previous six months. Now, suddenly, the reason for the firing was “lack of teamwork.” And because it was “for cause,” no severance was offered and pay was terminated immediately. From the manager’s perspective, this approach avoided the anxiety associated with firing. He didn’t have to engage in any difficult performance discussions or justify his actions. He also avoided any kind of emotional scene and (temporary) budget impacts. Of course, he also probably generated a major lawsuit that left the company liable for far more than the cost of a severance. And once the story got out, he likely lost the respect of his team. Clearly this may be an extreme example, but there are too many stories like this one. Because firing is so emotionally charged, it’s easy to act counterproductively. To avoid that, here are some guidelines for those times when firing an employee becomes a necessity: First, make sure that letting your employee go is the last step in a careful, thoughtful, fair and transparent process that started long before the actual firing. In other words, if the dismissal is for poor performance, then it should occur after a series of performance discussions, plans and documented actions. If it’s due to reorganization or job elimination, it also should follow conversations, announcements and a reasonable “fair warning.” The key is that, if possible, firing should not come as a surprise. In most companies, the HR function has guidelines for how this process should unfold. Second, come to the “firing meeting” prepared to address the practical logistical questions that the person will have about leaving her job: When is the official end date? Are there severance arrangements? Are there opportunities elsewhere in the company? Is career counseling available? What happens with benefits? You may need help from HR to make sure that these answers are available. Third, at the meeting be ready to listen but not react. Losing a job can be traumatic, and your employee may display a range of emotions, which he might direct toward you. Try not to get caught up in responding. Listen with respect and then direct the person toward the practical realities of moving on. Offer to talk again later when the emotions are not so raw, or ask a trained HR counselor to join you. Finally, after the firing, talk to your team about the process, the reasoning and the implications for them (within the limits of confidentiality). In some cases, they will fully understand the decision. In others, they may have a very incomplete picture. In either case, you need to be sensitive to their emotions, and then help redirect their focus back on work. Firing a subordinate is one of the most difficult and painful tasks you’ll ever have to do as a manager, and for most of us it never gets easier. Unfortunately, avoiding the anxiety associated with firing only makes things worse. So if you have to do it — do it right. What’s been your experience with firing — or being fired? Cross-posted from Harvard Business Online .

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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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Christopher Bergin: Payroll Tax Cut Extension: Just Another Quick Fix

March 26, 2012

Policymakers of both parties may be hailing the recent bipartisan extension of the current payroll tax cut, but it’s really just one more example of the short-term tax fixes to which lawmakers have grown addicted — and that are making our tax code an increasingly undecipherable patchwork of temporary provisions. House Republicans reached the compromise by dropping their demand for spending cuts that would offset the estimated $1 billion cost of the tax measure. Economists estimate that the average American family would have seen a tax increase of more than $1,000 per year if the temporary payroll tax cut had not been extended. The payroll tax cut effectively reduces the amount that the majority of Americans pay into Social Security on their first $110,100 in wages. And while most everyone can agree on the short-term wisdom of not increasing the tax burden on Americans struggling in this difficult economy, by underfunding social security, we are stealing from Peter to pay Paul. Consider this: According to the bipartisan Joint Committee on Taxation , 67 tax provisions will expire at the end of this year alone. They include a deduction for elementary and secondary school teacher expenses, a deduction for qualified tuition expenses, the Work Opportunity Credit and more. And then there’s the Alternative Minimum Tax, which lawmakers “patch” every year to prevent it from causing a huge tax increase on the middle class. The latest patch has already expired for this year. Even this current payroll tax extension is a fix for a temporary, two-month extension passed in December. Short-term “fixes” for these expiring tax provisions have consumed Congress and the White House, and have led to dysfunction, gridlock, partisanship and an inability to focus on bigger policy issues. Filling the tax code with temporary measures has also led to widespread economic uncertainty and volatility that leaves taxpayers in the dark about where to invest their hard-earned dollars for the long-term or how to run their businesses. Politicians are counting on the fact that the American public wants instant gratification and is more concerned about today than the potential long-term solvency of Social Security or the bill we are leaving our children and grandchildren to pay. And then, of course, there is the issue of our ever-growing debt, which, despite lip service from both parties seems to be an issue that neither Congress nor the White House can summon the political will to address. As we head down the final stretch of a presidential election year, one thing remains clear. Tax reform is not in the foreseeable future when all parties involved have ceded tax policy for tax politics. That is why we will continue to have a tax code that is unfair, un-simple, economically inefficient and mostly temporary. Oh, and by the way, Congress, the Bush tax cuts are set to expire at the end of this year. Better get to work on another quick fix. Christopher Bergin is President and Publisher of Tax Analysts and an expert on federal tax policy. He has written extensively on federal tax issues, worked in tax publishing for almost 30 years, and is frequently cited in national media as an authority on federal tax policy. He also blogs for Tax.com. This article is reprinted from the February 27, 2012 edition of The Hill.

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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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Michelle Chen: Even With Daisey’s Lies Peeled Away, Apple’s Rotten Core Exposed

March 26, 2012

Apple’s brand glared in the media spotlight this past week, after the public learned that performance artist Mike Daisey’s theatrical rendering of the struggles of Apple factory workers contained false claims — painfully exposed on an episode of the radio program This American Life . But if one fundamental truth has emerged from the scandal surrounding Daisey’s dramatic fudging, it’s that the lived reality of many Chinese workers is undoubtedly bleak — no embellishment needed. Daisey’s personal account is gratuitously peppered with fabrications, but the story of systematic exploitation is essentially true. For years various watchdog groups have tried to hold Apple accountable for harsh working conditions in China, which have been linked to workplace-related suicides and health hazards. Since a number of young workers killed themselves in 2010, the consumer advocacy campaign Make IT Fair, , together with the Hong Kong-based Students Against Corporate Misbehavior (SACOM), has documented systematic abuses: exhausting hours, an oppressive, militaristic workplace culture and, despite conciliatory pay hikes , extremely low wages in comparison to the tremendous corporate profits and brutal working conditions. It should be noted, however, that Daisey’s ” dramatic license ” was debunked largely through the real findings of intrepid investigations by advocates and professional reporters, which some commentators have highlighted amid the media fallout. As part of its “Retraction” episode, in fact, TAL interviewed New York Times reporter Charles Duhigg about the real story behind Daisey’s fictions. On the reported widespread violations of a 60-hour weekly cap on working hours, Duhigg tells host Ira Glass , Apple claims workers volunteer for this excess work: Duhigg: They say, “Look, one of the reasons why there is so much overtime that’s inappropriate and, in some places, is illegal, is because the workers themselves are demanding that overtime.” Now, workers don’t always say that. What workers often say is that they feel coerced into doing overtime, that if they didn’t do overtime when it’s asked of them, that they wouldn’t get any overtime at all, and that financially they would suffer as a result. This is the kind of more nuanced, day-to-day exploitation that Foxconn workers face — not so sensational, but nonetheless driven by global economic forces. Li Qiang, head of the New York-based China Labor Watch , told In These Times that in terms of the situations Daisey described, basically, “What he said about working conditions is true.” He added, “Through this kind of media reporting, maybe more artists or journalists, or others will go to China to investigate the real circumstances in Chinese factories…. This way, this issue can generate more public debate.” While Apple has touted a new partnership with the third-party monitoring organization Fair Labor Association, many critics remain wary that Apple will continue to fail the workers at the dregs of the supply chain. Even worse, Apple might turn the scandal into a marketing opportunity, polishing its reputation with a dab of “corporate social responsibility” measures. Make IT Fair recently denounced the FLA partnership as “a mere PR stunt,” citing comments by FLA president Auret van Heerden praising Apple facilities as “way, way above the average of the norm.” Activists call on Apple and other industry leaders to adopt more stringent ethical codes, which protect the environment from damaging extraction of raw materials, honor collective bargaining rights, and protect workers and their communities from discrimination and rights abuses. Apple’s real attitude toward its workers has been far from charitable. In a statement responding to TAL ‘s retraction, SACOM (whose campaigns have informed both Daisey’s and TAL ‘s reporting) pointed to the ongoing ramificiations of an incident that inspired Daisey’s narrative — a mass poisoning at a facility where workers were exposed to the chemical n-hexane while polishing gleaming touchscreens: In contrast to Apple’s statement that they have all been treated successfully, many workers still suffer from weak limbs and other health problems after nine-month hospitalizations. The victims sent three letters to Apple last year, but the company did not answer them at all. Likewise, after the explosion at the iPad case manufacturer Riteng in Shanghai in last December, which injured 59 workers, Apple has not sent anyone to visit the victims. The young workers are in despair because their faces were disfigured due to the fire from the blast. Some of them suffer from bones so severely shattered that they may be permanently disabled. Three months have passed, but the victims have not received any compensation…. While Apple hypocritically expressed that the company was deeply saddened by the tragedy, it has never apologized or offered compensation to the workers for its negligence in complying with work safety rules. For all his professed empathy for Foxconn workers, Daisey’s exaggerations were stupefyingly self-serving . Even as he awkwardly attempted to express contrition in the follow-up dialogue with Ira Glass, he insisted that within the realm of theater, he had legitimately blended fiction and nonfiction to create a more emotive experience for a Western audience. The claim reveals that Daisey lied to elevate his role in the story. He basically decided that the ugly truth wasn’t quite dramatic enough for him — a sideways insult to the workers whose cause he claimed to champion. In a correspondence with In These Times , SACOM project officer Chan Sze Wan said, “we worry that the public will misunderstand [and think] Foxconn is innocent after the Mike Daisey’s case.” As a research-based group, she added, SACOM “will continue to provide accurate information to consumers to solicit their supports,” but ultimately, voices of workers themselves will need to be heard: Nowadays, Foxconn workers do not have real worker representative system in the factory. So, SACOM has to channel their grievances to Apple. However, we always emphasize that workers should be the ones to monitor the working conditions at their workplace and fight for the rights. Following the string of suicides, a quote from a Chinese blog captured the workers’ story more eloquently than an American performer ever could: Perhaps for the Foxconn employees and employees like us — we who are called nongmingong, rural migrant workers, in China — the use of death is simply to testify that we were ever alive at all, and that while we lived, we had only despair. In the context of that hushed plea, the media hooplah over the fudged Foxconn narrative simply distracts us from the real masterwork of fiction that Apple and other tech giants continue to peddle: the imaginary world of our gadgets, a cosmopolitan universe that pretends to connect everyone while in fact sharpening the lines between consumers and the invisible workers that enable that carefree lifestyle. And we’re all buying it. Cross-posted from In These Times.

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Daniel Souweine: GM’s CEO Needs to Draw a Line on Climate Change Denial

March 26, 2012

It’s time for GM CEO Dan Akerson to show his customers, and the country, exactly where GM stands on climate change. One month ago, leaked documents revealed that General Motors was one of numerous corporations funding the Heartland Institute , a leading “think tank” for climate change denial. Forecast the Facts immediately launched a campaign calling on GM to pull its funding. Since then, more than 20,000 people, including 10,000 GM owners, have signed on. In response to the growing public pressure, GM CEO Dan Akerson told an audience of hundreds at San Francisco’s Commonwealth Club that he would review the matter personally. That was nearly three weeks ago. Since then: silence. But while GM’s public pronouncements have stopped, there has been much discussion of Heartland at General Motors HQ. GM insiders have told our campaign that Mr. Akerson did ask for a review of the Heartland funding, the review was completed, and the company does not plan to fund Heartland in the future. Let me repeat that: the decision has been made. Heartland will not get another dime of GM’s money. This is a real victory and a testament to the thousands of people who spoke out about their disappointment with GM. But our campaign is in no way over. Because those insiders also say that GM refuses to publicly disavow their Heartland donation. GM officials explained their reticence by saying they didn’t want to “flog” anyone in public. Which, of course, sounds quite respectful and proper. Except when you consider what the Heartland Institute is: a big-oil funded political operation that spends most of its time and money denying the existence of climate change, despite the overwhelming international scientific consensus. And it’s not just scientists who are convinced (as if they weren’t enough). The military is predicting a massive increase in wars fueled by climate change. The insurance industry says that climate change is the single greatest risk factor of the 21st century. Billions of people will have their lives drastically altered for the worse by unprecedented food shortages, waves of severe weather and rising seas that could drown whole metropolitan areas. Again, the primary reason that Heartland exists is to pretend that none of this is even happening. Given the irrefutable nature of the science and the incredible stakes of the issue, what Heartland does should lie completely outside the confines of reasonable political debate. Lying to the American public about climate change should be seen as equivalent to promoting eugenics or arguing that smoking does not increase the chances of lung cancer. And in most countries it is. But not in the U.S., where uncertainty about climate change remains a widely held view, and (sadly) a standard talking point for the Republican Party. That’s where GM comes in. The fortunes and identity of GM, more than any other company, are intertwined with America. What they do, and say, about climate change is singularly important — which is why quietly backing away from Heartland is simply not enough. For their decision to defund Heartland to mean anything, it must be made public. Because as long as it is considered politically and socially acceptable to say that climate change isn’t happening, or that it’s not caused by humans, or that we shouldn’t do anything about it, then, well, we won’t. This is not about “flogging” a prospective charity. It’s about taking a stand for the truth. Dan Akerson seems like he should be up to this task. He is certainly not shy in touting GM’s recent environmental achievements, including high MPG cars, the electric Chevy Volt and major manufacturing waste reductions. So why can’t he be equally vocal about pulling away from Heartland? All he has to do is say: “I found out that GM was funding a group that not only doesn’t believe in climate change, but is actively trying to convince schoolchildren that it doesn’t exist. That’s not what GM stands for, and it’s not what America should stand for, and so I want everyone to know that we won’t be giving that group any more money?” When Dan Akerson addressed the Commonwealth Club audience and pledged to review the Heartland funding, he said, “I always say, actions speak louder than words.” We couldn’t agree more. The fact that Akerson has quietly moved to cut GM’s funding of Heartland is an important step. But the question remains for Mr. Akerson — if you take an action and no one knows about it, does it even make a sound?

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LearnVest: Who Are America’s 6 Richest Women?

March 24, 2012

Forbes’ comprehensive list of the world’s billionaires (there are 1226) came out recently, and we were curious — are there women on the list? Turns out, there are. Yes, men far outnumber the ladies. But starting at number 11, women help fill out the ranks of the fabulously wealthy. Where do these fortunes come from? Uniformly, these top six women have shrewdly managed the companies and fortunes handed to them by husbands and fathers. But most of these women have put in their own hard work into these companies to grow them, especially the woman who is now president of Fidelity Investments. (Because women do make better investors !) Of course, it took a few generations for these fortunes to build up, and many of the male billionaires on Fortunes’ list are, well, advanced in age, having worked hard for their wealth over a lifetime. We’re looking forward to a few years down the road when the list is populated by many more women and their own companies, instead of those founded by the the men in their lives. After all, the founder of Spanx just broke into the billionaire list . Who knows what kind of riches she’ll have by the time she retires? Learn more about some of the richest women in the world: 6. Laurene Powell Jobs Estimated net worth: $9 billion Rank: 100th richest person in the world, 36th richest person in the U.S. Age: 48 Why she’s rich: She’s the widow of Steve Jobs. Lives in: Palo Alto, California 5. Abigail Johnson Estimated net worth: $10.3 billion Rank: 85th richest person in the world, 33rd richest in the U.S. Age: 50 Why she’s rich: She owns and runs Fidelity Investments with her father, Edward Johnson III. Lives in: Milton, Massachusetts 4. Anne Cox Chambers Estimated net worth: $12.5 billion Rank: 61st richest person in the world, 25th richest in the U.S. Why she’s rich: She is the primary owner of the media empire Cox Enterprises, which was founded by her father James M. Cox. Lives in: Atlanta, Georgia 3. Jacqueline Mars Estimated net worth: $13.8 billion Rank: 52nd richest person in the world, 22nd richest person in the U.S. Age: 72 Why she’s rich: She’s the granddaughter of Frank C. Mars, the founder of the candy company Mars, Inc. Lives in: The Plains, Virginia 2. Alice Walton Estimated net worth: $23.3 billion Rank: 17th richest person in the world, 9th richest in the U.S. Age: 62 Why she’s rich: She’s the daughter of Walmart founder Sam Walton. Lives in: Fort Worth, Texas 1. Christy Walton Estimated net worth: $25.3 billion Rank: 11th richest person in the world, 4th richest in the U.S. Age: 57 Why she’s rich: She’s the widow of John T. Walton, the son of Walmart founder Sam Walton. Lives in: Jackson, Wyoming More From LearnVest Want to get on this list? Learn from other women in our Entrepreneurship 101 series. Women tend to top out on raises at 37. Don’t let this happen to you ! Oh joy. Women tend to make more money than men …. in occupations like shoe shining and house sitting . This story originally appeared on LearnVest.com .

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Vivian Weng: The Billion-Dollar Question: When Will the Fashion Tech Bubble Burst?

March 23, 2012

Just this past week, a friend asked me when I think the fashion start-up bubble will burst. What was interesting to me is that she didn’t ask whether I thought there was a bubble in the first place — she just assumed. It’s easy to see why someone might jump to this conclusion. Starting in 2007, with the early success of flash-sales pioneers such as Gilt Groupe and Ideeli, fashion start-ups began cropping up at an increasingly rapid pace. What was different than prior attempts in the space, however, is that venture capitalists and “serious” investors were paying attention. In the last 5 years, the momentum has only increased. Assembled Fashion, a conference focused solely on new business models in the fashion space, was completely sold out last November. The week after, Raise Cache put on a fashion show , where foursquare cofounder Dennis Crowley and venture capitalist Fred Wilson sported designs from 20 New York City-based fashion start-ups. But surely there cannot be customer appetite for hundreds of new fashion e-commerce sites, can there? Of course not. And, in fact, there are many examples of fashion ventures started in the last few years that no longer exist. In the flash-sales space, a wave of consolidation occurred in 2010 . This past year, two key players — DailyCandy’s Swirl and Prive — quietly shuttered their doors. Even Google, who entered the fashion world with its social shopping site Boutiques, has since gotten out. I would venture to guess that a similar wave of consolidation and “weeding out” will occur in other areas within the fashion space (for other trends in the online fashion world, see my post from Jan. 3, 2012 ). But in spite of all this, I would argue that what we’re seeing isn’t a bubble per se, but rather a natural and very necessary trial-and-error process, where everyone — entrepreneurs, fashion industry executives, investors — is learning what works and what doesn’t. In the past, the fashion industry has been so slow to adapt to technological changes that it’s only now trying out these new technology-enabled business models. A “bubble” implies that lots of cash is being poured into overvalued companies. This isn’t a bubble — a basic e-commerce site can be built for less than $50,000 these days, and no one’s balking at the valuations these start-ups are raising (at least not yet). The real billion-dollar question, then, isn’t when the bubble will burst but rather: What does the future hold for the “survivors”? Will they eventually IPO and become the next generation of blue-chip retailers? Or will they be acquired and digested by today’s big retail and media companies? In a recent interview , Gilt Groupe CEO Kevin Ryan acknowledged the possibility of an acquisition by Amazon. Gilt, Ryan pointed out, is currently the second-most valuable e-commerce company in the U.S. market, as Amazon has historically acquired any e-commerce player that surpasses the billion-dollar mark. So perhaps this is a billion-dollar question that only Amazon can answer.

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Paul Abrams: Responding to Romney’s Op-Ed on Abolishing the Affordable Care Act, and His "Alternative"

March 23, 2012

On the second anniversary of the passage of the Patient Protection and Affordable Care Act (PPACA), Mitt Romney penned an op-ed for USA Today . One must respond immediately, because Mitt may Etch-a-Sketch himself to a different position before this is published. And, the only reason this is even necessary is because the administration has done an exceedingly poor job of explaining the many virtues of the Act. Sandra Fluke eloquently explained the benefits of the PPACA better than the administration has done in two years. But, in case Mitt is spending his time praising the economy under President George W Bush — after all, Romney’s economic plan will land us in the same place, or worse! — Romney’s vision may persist a news cycle or two, so it may be worth answering his ridiculous claims, lies and the ineffective nothingness he proposes to replace the PPACA. Romney’s first claim is that the PPACA is: “an unfolding disaster for the American economy, a budget-busting entitlement, and a dramatic new federal intrusion into our lives.” Note that these words are courtesy of Frank Luntz, the right-wing Orwellian word-maestro who provided Newt Gingrinch the word-lies to use against Democrats in the 1990s such as “pathetic,” “weak,” “unpatriotic,” “death tax,” “government bureaucrat,” and so forth. In this incarnation Luntz found, for example, that health care reform was exceedingly popular, and thus the president’s bill had to be called “a government takeover” whether it was or not (and, it is not!). Romney, of course, cites no evidence to support that any disaster for the economy has begun to “unfold.” There is none. The economy is better today than it was two years ago when it was passed. The greatest disaster for the economy occurred under George W Bush, years prior to the PPACA. That disaster enriched Romney’s friends but “unfolded” on the American middle class, wiping out their savings and wealth. But, is the PPACA a “budget-busting entitlement,” as Romney asserts? Not according to the Congressional Budget Office that scored it. In its first decade, the Act was projected to save about $143 billion , but it is probably more conservative to call it “break-even.” In the following decade it is projected to save 0.5% of GDP or about $1 Trillion . Since, as years pass, the “next 10 years” also analyzes different years (2010-2020 initially, now 2012-2022, and so forth), and the law is slowly implemented, expenses increase but so do revenues. Overall, the law is deficit neutral . Is the PPACA, nonetheless, a “dramatic intrusion of the federal government into our lives”? For the vast majority of Americans, it is not. They can, if they wish, purchase the same health care coverage, from the same insurer, and go to the same doctors, as they were before the Act. The rate of growth of premiums will be slowed because these folks will no longer be paying for the uninsured (~ $116 billion per year in higher premiums for that). But, for a substantial minority, the Act provides subsidies so that they can purchase coverage they could never afford before, from health exchanges organized by the states that need to meet certain criteria so that enrollees qualify for their subsidies. One doubts whether the people so helped will consider this a “dramatic intrusion” into their lives any more than Paul Ryan considered his use of social security benefits from his father’s untimely death to help him afford college, or other students who receive Pell Grants (named after the late Republican Senator, Claiborne Pell) “dramatic intrusions” into their lives, except in the very positive meaning of that term. Although the Act does reform the health insurance business, Romney basically endorses reform, at least for pre-existing illnesses, so this category cannot be what he means by a “dramatic intrusion” into our lives. (Note: Romney even fudges the pre-existing illness problem by applying the reform only to those who have been “continuously insured.” To all those knocked off insurance because of the Bush Recession or because Romney fired you while enriching himself at Bain Capital — sorry). Romney also makes the extraordinary claim that in his state, “we instituted a plan that got our citizens covered without increasing taxes, and without a government takeover.” Really? Does that not prove the point that the PPACA is not a government takeover? If the Massachusetts plan was not a government takeover, and it is almost identical to the PPACA, then how does the latter become a “dramatic intrusion”? Not that logic, truth or consistency are major characteristics of Mitt Romney, but has he not caught himself here in another total contradiction within the same article! And, what about Romney’s prescription for health care reform to replace the PPACA? Well, he favors giving the states “the resources and responsibility” to craft their own health care systems. That is exactly what the PPACA does, but it sets guidelines. So, one gathers that the difference is that Romney would set no federal guidelines, but he would provide the resources. One can only wonder how that saves the federal government any money, and where in Romney’s multi-trillion budget cutting scheme he finds that money. Indeed, without some cost-containment measures, it could be very much more expensive to the federal government. Ah, he says, I neglect the competition that will arise from opening other states’ insurance plans to each state. Is that not the federal government being VERY intrusive, basically abrogating state laws that exist to protect (in the way each state wishes) its consumers from inadequate coverage or fraud? Moreover, if my state has higher medical costs and I purchase coverage from a low-cost state, then at what rate does the out-of-state insurance policy cover me? And, if those policies will pay at the same rate as in my state, then will they not charge me more? Or, will Romney turn health insurance companies into socialists? In any case Romney claims that this competition (for what exactly is not clear) will lower rates so that everyone can afford them. He provides no evidence whatsoever that this will happen. In the 100 years prior to the PPACA being passed, the free market failed to provide affordable coverage for everyone. Moreover, the PPACA contains, as Senator Kent Conrad (D-ND) put it, every cost saving measure the Congressional Budget Office told them about. Romney’s does not. There is no provision in Romney’s scheme for prevention — the most cost-effective means to improve health and lower costs that exists. Romney would provide a tax benefit to individuals, not just companies, who purchase health insurance apart from their employer. He has no suggestion about where in the budget that lost money will come from — remember, he is going to cut, cap and balance the budget. But, let us count that as the single positive feature with respect to making health care potentially more affordable in his entire plan. The PPACA was passed ONLY when CBO scored it as not impacting the deficit. One cannot pencil out how Romney’s meets that criterion. Romney cites the 10th Amendment as the basis of his plan. His invocation of the 10th Amendment immediately after mentioning the poor and chronically ill was instructive — are you sick and cannot afford health care? Well, just read the 10th Amendment, that will improve your health. But, Romney appears to be quite willing to violate the 10th Amendment not only by superseding states’ laws about insurance requirements (so consumers can purchase plans out-of-state), but also by federal government capping non-economic damages in medical malpractice. Whatever one believes about those damages (often referred to as “pain and suffering,” and there is little evidence they have much of an impact on costs), Romney cannot claim that such a federal law would not be the “dramatic intrusion of the federal government into our lives” that he decried about the PPACA. What about Romney’s snide comment that his Massachusetts reform did not take any money out of Medicare. Of course it did not. Medicare is a federal government program (that Romney also wants to gut), and thus not available to a state to cut. And, neither did the PPACA. By getting hospitals and others to reduce their reimbursements by $500 billion over the next decade — they were willing to do this because they expected to make it up in increased payment collections from the now-insured population — that money was not transferred from Medicare but saved by it. Indeed, the CBO initially scored the PPACA of extending the solvency of Medicare by 12 years. That has been reduced by two years due to the passage of time, and by another two years due to reduced tax revenues caused by unemployment. Romney says nothing about how many people will be insured, how much of the $116 billion in cost-shifting will still be occurring, so that those of us fortunate enough to have insurance will be paying for it in increased premiums, estimated at $1000/yr per insured today. Romney basically claims that his proposal, providing an unpaid for tax credit to individuals, capping pain-and-suffering damages in malpractice suits, and eviscerating state laws that set health insurance standards so that patients can purchase plans from other states will magically transform the system and cover most of the uninsured, as if those were the matters that impeded a century of laissez-faire health care coverage. And, by the way, it won’t cost anybody anything. But, you knew that of course. Nothing they do ever costs anybody anything. To be fair, Romney did not say that his plan was designed for the United States where he lives, or for the Cayman Islands where his money lives.

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Bernie Bulkin: About Leadership: Building Best Teams

March 23, 2012

I once went on a BP course called Building Best Teams. It was a group of about 15 of us from various parts of the company, working with two very skilled people, Roy Williams and Dick Balzer, both of whom knew the company (and most of us) very well. And what was the essence of what we did for three days together in a nice country house hotel? We worked on giving and receiving feedback. Yes, we did a lot of other things, and learned a lot of other things, but the one thing that ran through all the exercises and presentations and learning that we had during that week was how to give and receive feedback. Some years ago, I studied Japanese. Someone told me that you can only understand the Japanese by understanding their language, and that is very true. Because at the heart of this language is levels of respect, as it is in Japanese culture. Thus there are many verbs for giving and receiving in Japanese. If you give something to a pet you use a very different verb from giving to a child, or for giving to a servant, or to a peer, or to your boss — likewise with receiving. Only if we can get the subtlety of the language — deep in us, not memorized — can we also be adept at integrating into the culture. So in our Building Best Teams course, we all realized that we needed to learn, or re-learn, the language we used in talking to others in our team, in giving feedback to colleagues, and, when asked, to our boss. Right down to our pronouns; When to say “I,” “and,” “when,” “we,” for example); What should be done in the group, and what should be done in private; When to be gentle, when to be firm. So, how to give. I have been through several mergers and know now that work between teams that are integrating is a time when I need to be most sensitive on giving feedback, and I failed at it several times. We we taught to understand when it is a time to sit and listen and learn from what is being said to you, and when it is a time to discuss and get more clarity, or even defend. How to be pleased to receive criticism rather than be hurt by it. Mostly, the first law of receiving feedback is to keep your ears open and your mouth shut. These and lots of other things are not instinctive, and we don’t learn how to do them really well as we grow up, when in school, or, for that matter, by being in the teams of others. I found that they helped me as a parent as well as at work. But how to give and receive feedback is either the essence, or close to the essence, of team building. And like other learned skills, it needs to be practiced and improved. Indeed, we need to get feedback on how well we do this. 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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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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Andrea Sittig-Rolf: Don’t Waste My Time, Strategy Tips For Getting the Sale

March 23, 2012

Contrary to popular belief, the secret to successful sales isn’t necessarily the “close.” While asking for the business is an important and crucial step, sales is a process that requires careful strategic planning. The “close” should be a natural next step in the sales process, not just a question you ask your prospect out of the blue such as “Are you ready to place your order?” Here are a couple of ideas to consider when walking your customers through the sales process so that closing the business is seamless, and the natural next step. A philosophy I live by in my business is “the purpose of a meeting is to get another meeting.” In other words, the purpose of a meeting is not necessarily to close the business, unless you’re in a business where “one-call closes” are common. If your business is like most, it will require more than one meeting, as well as other forms of communication such as phone conversations, e-mail exchanges, and other written correspondence before you actually close the sale. By ending the first meeting with agreeing to the next step with your prospect, you’re ensuring that the prospect is willing to move through the sales process with you. Another key factor at the end of the first meeting is to ask your prospects for a commitment that they will, in fact, respond to you when you follow up. How many times have prospects asked you to follow up, and when you do, they don’t respond to you? Maddening, isn’t it? I don’t know about you, but if the answer to doing business together is “no,” I’d rather know that sooner than later so I don’t waste my time following up with someone who isn’t really a prospect anyway. One way to insure that your prospects will respond to you when you follow up is to give them an “out” if they decide not to do business with you. To do this, after you’ve agreed to the next follow-up step, say something like, “Can I ask you a favor? When I follow up with you in two weeks, if for some reason you’ve decided not to proceed, will you please let me know? There’s a saying in sales that ‘a fast no is better than a slow no’ and if you’ve decided to go another way, that’s okay, just let me know so I won’t waste your time or mine.” Sounds a little bold, I know, but most prospects will respond positively to this because one, it gives them the out they need if they decide to go with another solution, and two, it shows your prospect that you are a busy professional and you don’t want to waste anyone’s time. This technique also works well because suddenly you’re not a desperate salesperson, but rather a confident consultant who has something of value to offer. I’ve found it necessary to practice this technique over the years when coming across prospects who are just too nice to say “no.” As much as we hate to hear “no,” I know you’ll agree that you’d rather hear it early on in the process so you don’t waste time working with someone that’s never going to become a customer anyway. The funny thing is, more often than not when using this technique, based on my personal experience, you will not hear “no” and will actually end up closing the sale. Next, you’ll need to prove your solution doesn’t just show a return-on-investment, but actually creates a profit center for your prospect. For example, if by implementing the solution you provide your customer will invest $10,000 but actually save $15,000 in other operating costs within six months, you can show not just an ROI of six months, but an actual profit (or savings) of $5,000. (Savings can also be viewed as profit since it ultimately affects the bottom line, which is probably the thing your prospect cares about most.) Finally, creating a sense of urgency will help move the sale along through the sales process. Creating a sense of urgency requires your solution to be so compelling that it doesn’t make sense for your prospect to go another day without it. A sense of urgency is created by emphasizing the pain your prospects are experiencing by not having your solution and showing that by comparison, your solution will help. Now all you have to do is show that the sooner your solution is implemented, the sooner their pain will go away, and the next logical step in the sales process will be the sale, but don’t forget to ask for it.

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David Wilson: It May Be Just Dirt to Some, but to Small Business Owners, It’s the Essence of Our Lives

March 22, 2012

I found myself recently in a discussion with a renowned lawyer about the financial and foreclosure crisis that’s gripping at the heartstrings of individuals and small business owners across America. His comment to me was, “It’s just dirt.” My guess is, if you are fortunate enough to be on the outside looking in, that’s really all you see in its totality. But if you’re unfortunate enough to be in its throes, it’s much more than that. Our hopes, our dreams, and our sense of self worth have all been devastated by this calamity. The personal and financial security we aspired to achieve through our homes and our businesses are in peril of becoming another more fortunate soul’s cheap acquisition — or at the very least, someone else’s American dream, at much less toil and stress. Behind these purchases and investments, lay wasted and broken dreams, retirements in jeopardy and promises of a brighter future growing dimmer by the day. Lying, too, in the rubble is our best opportunity to belong and have a vested interest in our community. Our senses of pride and ownership in our hometowns and neighborhoods have been shaken to the core. Maybe it was greed that in the hands of a few became the determining factor in the overall demise of many. “Shame on us all.” There was a time, not too long ago, when common sense prevailed, a sufficient down payment was required and verifiable income was the rule. Very few, if any, in the mortgage and banking industry wanted to make a bad loan; they were “here” to help us succeed, to live our dreams, to help us build for our family and community, a brighter and better tomorrow. My hat’s off to those great men of yesterday, as well as the select few of today, who monitored my finances with tenacity, held me accountable to each dime drawn and treated our monies as if they were their own. However, banks today have become the lifeblood of yesterday, throwing us to the wind as they try to meet federal guidelines, which by all accounts reminds me of being tightly wrapped in razor wire, then trying to breathe without blood letting. Loans current are now classified; thoughts of expansion are now just whimsical dreams and seasonal cash flow requirements, well, you might as well forget it. “If you can prove to us you don’t need it and or have as much as you need, we’ll loan it to you, if you don’t, I’m sorry, you’re just SOL,” so say many of our current loan officers. Sadly enough, our well-respected Canadian neighbors to the north maintained this earlier integrity throughout “our” financial crisis and have weathered the storm relatively unscathed. I’m proud that someone else still gets it. My question is when will we? Allowing now, this knee-jerk reaction from our government and its financial oversight to go from one extreme to another has smothered us, individually, as well as, corporately and stifled our proven ability to survive, let alone thrive. Where is the common sense in all this? Why not just pull out banking regulations from the ’80s and reapply them to today? My next question is, just where do small business owners go when the economy crashes around them and life as we knew it, no longer exists? We have followed our hearts, we have pursued our dreams, we have created jobs in the millions, yet through all our tireless efforts, we have not been able to survive and thrive through this continued economic disaster. No matter how long we have held on, no matter how hard we have tried, for the most of us, it continues to get worse. Speaking as an owner of small businesses over the last 30 years, I have overcome so many obstacles in my quest to succeed that it’s no longer soothing to reflect on the past, it’s actually heartbreaking. Working 14 to 16 hour days, we were inspired by the fact that so many people counted on us to succeed that failure was never an option. That all infallible F word, never once was uttered, nor was it ever spoken. We were the heartbeat and soul of America, we supplied good quality products with pride and service; we met the needs of our customers, made a fair profit and contributed to the overall well being of our communities and charities. But, just look at where we are today. Our relationships are in shambles, our “friends” have disappeared and our former employees somehow blame us for turning their world upside down. We have become the forgotten few who wagered it all for the success of many. Most of us were never fortunate enough to be part of the 1%, we were, however grateful, along with our hard working employees, to be a part of the 99%. “Just go get a job” forever rings true from those in my circle who are 9 to 5er’s; but these well-meaning words fall on deaf ears to me. I’ve been self-employed most of my life. These words may be easy to say but again, they have never walked in my shoes. “What are your qualifications, do you have a resume, where are your references and just what all can you do?” are just some of the questions that I’m sure will come my way. Legitimate questions, though they may be, from someone half my age, questions that are all too humbling and strike at the core of the reality of what is and or once was. What if we created an employment website just for humbled, small business owners — one that provides an in depth and visual interview process that reveals more of what all we’ve accomplished throughout our business life and less on what could ever be summarized within the confines of a resume? Could we count on employers in our fields of expertise to hire us as seasoned employees and managers, who can do almost anything or would we be relegated to the abyss, just biding our time, where we’re far out of sight and eventually out of mind? We’ve hired, we’ve fired, we’ve trained and nurtured; we were mentors, bankers, pseudo lawyers and doctors; we were auto mechanics and instant taxi drivers; we were marriage counselors, confidants, “almost family” and lifelong friends; we were all these things and more. As an employer, no matter what your field, you have to be all things to all people to insure your small business, along with your employee’s, thrive. It’s going to be hard, but impossible, to start from scratch again, especially when the word unsuccessful comes to the forefront, when you think back on what was. Harder still, with the former in mind, will be the ability to dream again for the opportunities to make a difference. It can be done; we’ve done it before, maybe just not in perilous times like these, where very few, if any, have our back. It’s time we band together as brothers and request from our all-inclusive dysfunctional elected and if I might say so, gainfully employed Congress, a Stimulus II just for small businesses, managed completely by small businessmen. We have the tenacity and the wherewithal to create millions more jobs; just give us the freedom and the flexibility in our financing to do so. Give us back the credit lines and our abilities to invest, to buy and build. Small business made this country great and we can do it again. We can, better than anyone, insure people will stay in their homes by hiring back our talented workforce that has and will continue to be our nation’s greatest asset. We are inside looking out. It’s more than dirt to us. It’s our livelihoods, as well as our children’s futures. To the powers that be, if you will allow us, by God’s grace, to thrive, we will rally and re-institute the belief that through hard work and strong ethics, dreams will still come true. All we ask is that you lead from the front or follow in our footsteps, as we venture again into deep waters, far beyond the safety of the shore. We hope and pray, you will continue to use our goods and services, allowing us, to remold, remake and rebuild what once was. If, however, you’re not willing or able to do so, please just get out of the way.

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Otaviano Canuto: What Can We Learn From Islamic Finance?

March 22, 2012

In over 70 countries, from financial centers in Malaysia to the Middle East, Islamic finance has been growing rapidly around the world. In fact, Shariah-compliant financial assets have increased from about US$5 billion in the late 1980s to about US$1 trillion in 2010. Even more impressive is that this class of financial instruments appears to have avoided many of the worst effects of the recent crisis, making it an increasingly attractive investment vehicle. Given its rapid growth and relative stability, are there lessons we can garner from Islamic finance? Three years after the onset of the global financial crisis — as regulators are still grappling with how to deal with predatory lending practices, opaque derivatives, and overly leveraged financial institutions — can Shariah-compliant finance challenge our notion of conventional banking? Perhaps it can. By and large, Islamic finance relies on the core principles of Islam concerning property rights, social and economic justice, wealth distribution, and governance. Two of its main tenants are the prohibition of interest on debt in any form and the removal of ambiguous contracts to enhance disclosure and proscribe deception. Among its other key precepts is a commitment to back all financial contracts by assets and activities in the real economy, as well as an emphasis on the principles of morality and ethics in conducting business. According to the most recent Economic Premise , authored by World Bank Managing Director Mahmoud Mohieldin, these underpinnings have generally helped Islamic banks escape some of the worst effects of the 2008 financial crisis. To be sure, Mohieldin notes that “The recent financial crisis affected the asset quality of conventional banks adversely. In contrast, as shown in recent research, Islamic banks had higher asset quality, were better capitalized, and more likely to continue their financial intermediation role during crises than their conventional counterparts.” As they were not exposed to subprime and toxic assets and had instead maintained a close connection to the real sector, only when the real economy contracted and real estate prices dropped did Islamic financial institutions begin to feel the second round effects of the crisis. Yet as Islamic finance continues to grow, some challenges still need to be met. For example, the Economic Premise notes that many aspects of Islamic finance suffer from emulation and reengineering of conventional instruments, which result in inefficiencies and higher transaction costs. In addition, challenges associated with Basel III core capital requirements — which place Islamic financial institutions at a disadvantage — need to be addressed. By dealing with these and other issues, Islamic finance could increasingly meet the preferences of local cultures, augment financial inclusion and intermediation, and contribute to financial stability and development in the years ahead.

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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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David Tereshchuk: Under-reported: Man-Bites-Dog Story of Global Poverty

March 21, 2012

Oh wow! — a media storm over the great Goldman Sachs being disavowed by one of its own in an Op-Ed article (in the New York Times ) that became, controversially, a news story. Overtaken only by a storm over a semi-journalistic public radio show ( This American Life ) disavowing one of its own episodes attacking the great Apple, Inc. Amid all this tortured media navel-gazing, I found myself staring instead at some other quite different information — straight news, not opinion pages material — that is going largely unattended. I’ve been helped here by a whistle-blower who is coincidentally another Goldman Sachs man. It’s actually their top Asset Management executive, Jim O’Neill. And “flag-waver” or “horn-tooter” are probably better terms for him — since we’re not talking about raising a disturbing alarm here. Pretty much the opposite. And it’s nothing to do with Goldman. Indeed, it is some really good international news that’s evading our close attention, even though O’Neill — an astute man who, like me, I’ll say gratuitously, attended high school in Manchester, England — has been eager this week to tell anyone who will listen. The trouble is, this good news seems counterintuitive. There’s been a global financial crisis, right?Along with that there’s been a serious price hike in food-prices, and now oil-prices, correct? Unemployment is staying stubbornly high in countries desperate for post-recession recovery, isn’t it? And remember the United Nations’ Millennium Goals from the turn of the century? Especially that crucial First Goal which committed the international community to the lofty ambition of “halving the proportion of people living in extreme poverty” by 2015. If you’ve been following the not-very-numerous but always well-meaning media outlets who care about these issues, that goal has for years appeared doomed to failure, given the grim global conditions as reported. Well, the good news is that the facts contradict that pessimism. A World Bank report by its Development Research Group reveals the surprising secret… the world’s poor are now doing better, in fact. Somewhat astonishingly, if we look at the commonly accepted measure of “extreme poverty” — meaning living on less that $1.25 dollars a day — then the goal has already been achieved — was in fact achieved by 2010, a full five years earlier than the target. While in 1990, when the goal was being discussed and formulated, nearly half the developing world’s population (actually 43 percent, well over two-and-one-half billion people) lived below that daily income level, and by the time the first decade of the 21st Century was coming to its close, that proportion had dropped to less than a quarter (22 percent — or 1.29 billion people). Here’s the Bank’s own multlmedia summary of the findings, at a little over three minutes: video platform video management video solutions video player “And to top it all off,” says Goldman’s O’Neill, who can scarcely contain his glee, “it is those who were the absolute worst off that have made the most progress”. What indeed is perhaps the big surprise-within-the-surprise is that, while we might imagine the improvement can be ascribed to the vast and very singular industrialization of China … that simply isn’t the case. Even if you exclude China’s case — gargantuan part of the gobal landscape though it is — the global improvement is still enormous. And Africa — so often considered simplistically as the mother of all basket-cases — turns out to be aggressively improving its grim statistics. Sub-Saharan Africa — generally speaking the poorest region of the world — had by 2008, says the report, reduced that $1.25-a-day poverty rate to 47 percent, the first time it ever dipped below the 50 percent level. And since then it has continued to see falling numbers for the extreme poor, setting in reverse the continent’s previously dispiriting, steady upsurge through the 1980s and ’90s. I’m reminded of working with Kofi Annan, the UN Secretary-General at the time the Goals were published to great fanfare, and his speechwriter Edward Mortimer, as we made a TV program about the world financial scene. Annan was anxious that we emphasize what he impishly (or sardonically?) called “Africa’s best kept secret,” meaning that a lot of money could be made, quite legitimately, through quite above-board transactions, in Africa. He would extol the healthy rates of return at the Johannesburg or Lagos stock exchanges, rolling in then at 25 percent or more. It’s good to be able to point up some under-appreciated economic betterment taking place in Africa nowadays, and taking place to the benefit of more than just the financial elite. Just as it’s good for any journalist, once in a while, to write a “Man Bites Dog” kind of story. * * * * Read more of David Tereshchuk’s media industry insights at his weekly column, The Media Beat , with accompanying video and audio. Listen also to The Media Beat podcasts on demand from Connecticut’s NPR station WHDD, and at iTunes .

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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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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 .

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John Minahan: Developing Innovative Financial Leaders Through Action Learning

March 21, 2012

Practicing professionals are rarely presented with problems as neat and clean as those in the classroom. Real-world problems are often incompletely understood, vaguely specified, and connected to a variety of other issues in ways that only become apparent when one tries to solve the problem. Or to put it differently, the tools of the classroom are not sufficient to solve complex real-life problems. As educators, we hope what we teach is helpful, but we recognize that much of the wisdom of practicing professionals is acquired “in the field.” In the field, professionals learn how to improvise workable solutions to client’s problems in the presence of competing priorities, and the accumulated experience of such improvisational problem solving is what turns wet-behind-the-ear students into seasoned professionals capable of innovative leadership. At MIT Sloan, we believe it is possible to give students an early taste of professional, client-focused problem solving through what we call “action learning.” Our Master of Finance students do this through our Finance Research Practicum in which they work in teams on research questions posed by businesses and other organizations. Because the research questions derive from actual business problems, they are often only partially defined. For example, one sponsor recently asked a student team this question: How has the European credit crisis affected the pricing relationships between credit default swaps and the underlying bonds on which the credit default swaps are written? Although this appears to be a fairly clear question, there are so many ways a student could begin to explore it that additional definition is necessary. This is the type of question that we want for action learning–one that has enough focus to define the general topic area, but that also requires students to “wrestle” with it to make it more specific. This wrestling is a key part of the practicum and an integral part of the learning process. Students need to impose a structure on an unstructured problem; this is very different from what occurs in the classroom where structure is readily provided. Finding the right structure for the problem requires creativity and also requires dialogue with the client, as a key test of a project’s success is whether or not the students produce something useful for the client. It’s not uncommon for students to begin a project thinking they are assigned to answer one question, but a week later have a different definition of the project. For our purposes, this is a good result. After all, most real-life projects don’t come with instructions for problem solving and the original question often leads to even more questions. In the case mentioned above regarding credit default swap pricing, the question morphed into: How should we price credit default swaps when the markets for both swaps and the underlying bonds have stopped trading? Reflection on and communication of their experiences is also critical to solidify the learning gained from bridging this gap. While working on their projects throughout the winter, students are encouraged to talk to assigned mentors when they need help. We also suggest that they keep a journal about the different steps involved in their project as well as their own learning process. They may be stumped for several days on an issue or they may face a client relationship challenge so we ask them to track all of those ups and downs in a journal. The journal is part of the learning phase involving reflection; students need to take a step back and reflect on what they are learning on a regular basis. The end result includes a deliverable for the client as well as a class presentation on their question and their overall learning experience. It’s important for students to crystalize and articulate their new knowledge, and to hear how other teams addressed different challenges. By the end of the practicum, students have gained content knowledge, technical expertise with various tools, and client relationship skills. More than that, they’ve experienced what it’s like to bridge the gap between classroom knowledge and use of that knowledge to solve a complex and nuanced problem for a client. This requires creativity and improvisation and a thorough understanding of what the client is trying to accomplish. In short, to succeed with the practicum, students must learn to act as professionals. This is one of the ways we develop innovative financial leaders who will improve the world. John Minahan is a Senior Lecturer in the Finance Group and Instructor for the Finance Research Practicum at MIT’s Sloan School of Management.

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