Innovation Blog

Goldman Sachs:  A Tale of Complexity

By Shlomo Maital

According to The Economist:

     Wall Street was stunned as civil-fraud charges were brought against GOLDMAN SACHS. The Securities and Exchange Commission alleges that thebank deceived investors in a synthetic collateralised-debt obligation   built on mortgage assets, by not disclosing that Paulson, a hedge fund that had some say in choosing which securities went into the product,   would profit if the CDO performed poorly. Goldman vigorously denied the   allegations.

    Synthetic collateralized debt obligation?    How many people know what that is?  How many finance professionals understand what it is?   There is a key point here, beneath the allegations of corrupt behavior.

     Simplicity is a core principle, in strategy, business design, in finance, in life.  Complexity can only be justified, if it exists within organizations in order to simplify life for clients and customers. For instance, IBM complicates its organizational structure, using a matrix structure and a customer-facing executive, who puts together a complex virtual organization, with the sole purpose of simplifying life for the client.  

     Allegedly, Goldman Sachs used the complexity of CDO’s (collateralized debt obligations) to obscure the fact that the “collateral” was not real — the sub-prime mortgages that comprised the collateral were worthless.   They sold UDO’s uncollateralized debt obligations, allegedly,  worth about as much as UFO’s (unidentified flying objects, or aliens).   Very few people sat down and read the legal documents, that showed what “collateral” really underpinned the security.   (One who did was the doctor with Asperger’s Disease, whose illness enabled him to carefully read the fine print, and profit vastly from it by selling them short!).

      Complexity, when it serves clients by making their own lives simpler, is wonderful. Complexity, when it hides alleged nefarious manipulations,  is contemptible.   

      In the end, it is caveat emptor. Buyer, beware!   If you don’t understand it fully, and if they can’t explain it to you — run as far and as fast as you can.   Why didn’t Goldman Sachs’ clients do this?  

 

Innovation  Blog

One Laptop Per Child:  Update

By Shlomo Maital

   MIT Media Lab founder Prof. Nicholas Negroponte’s One Laptop Per Child vision has been out of the news for some time.  Its goal is to “equip each of the two billion children in the developing world with a computer.”  The computer, specially designed, uses solar power, has an LED screen visible in sunlight, has wireless, and as Negroponte says, “may be the main source of light in the villages where it is used, in the evenings”.

    How is he doing?

     According to the Global New York Times, April 19, 2010,  the project has failed and it has succeeded, simultaneously.

      Failed, because only  about 1.6 m. laptops have been distributed so far, according to OLPC Foundation’s Matt Keller.  The biggest numbers are in Uruguay (400,000), Peru (280,000), Rwanda (110,000) and Haita and Mongolia, 15,000 each.  This is about two orders of magnitude below the project’s sweeping goal.

     Succeeded,  because the idea has caught on.  Microsoft has found ways to help children in the developing world make better uses of existing PC’s.  MS software adds multiple cursors on a screen, each controlled by a separate mouse, for example.  The product is called Multipoint and was well received.  India has indicated it wants to build its own “$100 laptop”. 

    OLPC has lit a spark that created many innovations.  Some nations, like India, preferred to do their own OLPC design and production. This is legitimate.  Sometimes, world-changing entrepreneurs like Negroponte need to be satisfied with the fact that the ‘ball’ they toss into the air will be caught by others, who will run with it much faster and better.  This, in my view, is success!

     Keller says the new OLPC laptops will have a hand crank;  one minute of cranking will yield 10 minutes of use.

      Say — can I get one of those?

 

Global Crisis Blog

Nations as Brands:  America Improves!

By Shlomo Maital

   The BBC World Service regularly conducts polls about how people around the world perceive nations, asking whether Country X’s influence is mostly positive or negative.

        The latest such poll was published on April 18. It covers people in 28 countries.  Here are the results:

*  Negative ratings of the U.S. dropped by a huge 9 points during the past year.  The US is viewed positively, on balance, in 20 or 28 countries, with 46% saying it has a positive influence, while 34 % say its influence is negative.   Much of this change can probably be attributed to the departure of George Bush and Presidency of Barack Obama.

*  Germany is most favorably viewed, with a 59% positive rating, followed by Japan 53%, UK 52%, Canada 51% and France 29%.  The EU is viewed positively by 53%.  

*  Iran is the least favorably viewed nation (15% positive), followed by Pakistan (16%), North Korea (17%), Israel (19%) and Russia (30%).    

* The US has now overtaken China in terms of positive perceptions.

*  Mexico has low ratings, perhaps owing to the drug-related violence. 

* People in China and Russia have changed their views on Iran; far more see Iran in a negative light, far fewer, in a positive light.

      Perceptions of nations have a direct measurable influence on countries’ trade and foreign investment.   Israel’s negative perception has held true for years; its leaders do not seem overly concerned.  Unless this image problem is dealt with head on, it will soon find expression in Israel’s economic wellbeing.

 Innovation Blog

Pricing As A Key Source of Management Innovation

By Shlomo Maital

   Strategy guru Gary Hamel has for years preached that innovating business designs can be a far more powerful source of competitive advantage than mere product innovation. I have echoed this.  But it emerges that it is far harder to change a company’s business design — the way it prices, markets, produces, sells, finances, and organizes its supply chain — than to change  its products.

    Today’s Global New York Times has a good example of how pricing policy can be a key source of innovation.  [1]   Kevin O’Brien reports that when TeliaSonera, the Nordic telecom, turned on the world’s fastest network last December, based on a technology known as LTE Long Term Evolution (successor to 3G and WiFi, and WiMAX), customers increased their consumption of data flow by ten times.  Conclusion:  The days of “all you can eat”, or flat-rate pricing by telecoms, are over.   To keep mobile profitable in the long run, telecoms and mobile operators are considering, like TeliaSonera, new pricing plans with download limits, based on actual consumption.  TeliaSonera thought hard about pricing even before introducing its LTE technology. 

     It is interesting that there is an ‘eskimo’ phenomenon here.  After one telecom revolutionizes its pricing, it may be that many others will follow quickly — as Paul Samuelson once said about how economists follow the herd:  When one Eskimo (economist) in a row turns, so do all of them.  

     What are the implications of the new pricing policy?  Are there opportunities here?  How will it affect consumers?  How should consumers respond?     

     Once, it cost more to telecoms to calculate and send the bill for a long distance call, than to actually deliver the call.  That led to “all you can eat” pricing. That is changing.  According to Kenneth Frank, senior manager for Alcatel-Lucent, “there is going to be so much creativity about pricing. We are only seeing the beginning.”

    Innovators should ask:   Can competitive advantage be gained by changing and innovating pricing policy in my industry?  How?  When?  Will others follow?  


[1] Paying or what you get is the new mantra for mobile operators, by Kevin O’Brien, April 19, p. 16.

Global Crisis/Innovation Blog

Think Different — How to Turn Bad News Into Good

 By Shlomo Maital

   How many of us read the newspaper daily, and cluck our tongues at the continual stream of bad news, crises, disaster, looming disaster and violence?   Why do we buy in to the untested and I believe wrong assumption of editors and publishers, that bad news sells more papers and gets more eyeballs than good?  [A friend of mine, a journalist, wanted to write up a charity project I run, but said his editor said no, he wanted scandal, not do-gooders!].

   Here is a suggestion for a brain exercise, that can transform bad news into good.  We cannot change the editorial policy of the Herald Tribune, New York Times or Wall Street Journal. But we can change the way we USE the news.

    1.  Read, say, the Financial Times.  Find the bad news stories.

   2. For each, think about how they can be transformed from a bad-news crisis story into a good-news business opportunity.

  3. Make this a permanent HABIT. Do it daily.  You will be surprised at how many fine change-the-world ideas emerge from a constant stream of negative articles.

     Just to make the point, here are some examples from Wednesday’s Financial Times:

*  “Only rebalancing will revive Britain’s precarious economy” (Martin Wolf).  Britons are in hock, and have overspent; they can’t resume spending, but unless they do, the British economy will remain weak.  

   Opportunity:  A consulting service for individual families that does ‘turnaround’ plans for them, consolidates their debt, and makes them financially sound, something many families cannot do for themselves.  It could be government-sponsored.   Good result: Financially healthy families may feel more optimistic, better organized to resume spending.

* “IMF to weigh bank surcharges”.  IMF wants banks to increase their capital.   Opportunity:  Money is going to get scarce. Banks will lend less.  They are already leery about lending.  Start a service helping CFO’s stretch their cash, and find unique creative ways to get working capital. 

*   “IAE says oil demand will rise to record levels in 2010”.  Opportunity:  anything and everything that can conserve fuel, electricity, energy, or create new forms. 

*  “Twitter starts ads”.   Opportunity: How can you leverage Twitter for clever creative advertising?

*  “Mongolia rail push”.  Mongolia’s government wants to build 5,000 km. of rail lines.  Opportunity: If you have any knowledge about railroads and related services:  here’s your chance. 

      For more about this brain exercise, please read our forthcoming book Global Risk/Global Opportunity (Maital and Seshadri),  SAGE India June 2010.  

Global Crisis

Financial Times’ Martin Wolf Clears the Fog:   Why You Should Read Every Word

By Shlomo Maital

    Of all the economics columnists writing today in the financial daily press, I urge you to follow and read Martin Wolf.  This prize-winning journalist is able to slice through the fog of jargon and uncertainty with sharp analysis.  His style is not lively or filled with metaphors.  But please, persist.  If you read Martin carefully, you will understand what in the world is going on.

    And, yes,  what in the world IS going on with Britain?  Here is Martin Wolf’s ‘take’ on it, in today’s (April 14) FT issue (p. 11, “Only rebalancing will revive Britain’s precarious economy”). To save you time I will “interview” Martin and summarize his argument, adding some points of my own.

     What is a ‘balanced’ economy?

    One in which money taken out of the system in saving is offset by money put back into the system, as demand, by government, exporters, consumers and businesses, creating just enough demand for growth and full employment without inflation.

     Does the U.K. enjoy this balance now?

      Not at all.  Households have a net savings surplus.  So do businesses (they spend less than they earn).  Government, though, has a big deficit.  It has to borrow one pound for each four it spends.  This creates massive debt which rattles capital markets.   More is still being withdrawn than put back in, hence Britain’s weak economy.

     Why doesn’t the government cut its deficit and borrowing?

     Because if it does, the recession will deepen, because — who will take up the slack in demand? 

    Will there be a crisis, Greece-style?

    Perhaps.  If private spending and exports recover to generate demand,  the UK govt. can cut its deficits without ruining the economy.  This would be a smooth ‘rebalancing’.  If private spending, investment and exports do not recover, and the government slashes its deficits, the recession will become ‘double dip’.  This would be rocky unbalancing.  British  Households are saving more, because they are struggling to get out of debt.  The worse the deflation is, the more burdensome the debt. 

    Is the falling value of the pound sterling a problem?

    It is for Britain’s bloated financial system. A strong pound helps it make money.  A weak pound drives money away. But it is the solution for Britain’s exporters, and Britain desperately needs to boost its exports.   Can the weak inefficient British manufacturing sector shape up and drive exports?  Some are doubtful.  Can the ‘real’ economy (exporters) overcome the sham one (financial services)?  Stay tuned.

    Do other countries have the same problem?

   Yes.  The U.S.  There too, deficits created enormous debt overhang.  There too, business investment and exports have not taken up the slack.  There too, manufacturing is moribund. Rebalancing is as vital and as tricky in America as in Britain.  It will take a very clever, steady hand on the policy rudder.  As Martin Wolf puts it, “this is going to be a very tricky policy performance”.   With Britain’s political system facing a divisive and probably non-decisive election, and with America’s political system more partisan than ever, with rancor between Republicans and Democrats,  very little bipartisan good will can be mustered to handle this rebalancing. 

    The conclusion is that in contradiction to popular opinion and wishful thinking on Wall St. and among many businesses, the 2007-9 crisis is far from over.  It is metamorphosing, changing its form from a banking and financial crisis to a national crisis — one where governments’ solvency itself is questioned.  In some ways this is worse.  Government policy has shifted from being the solution to potentially becoming the problem.   If you thought the bankers were great at ruining their businesses — wait until you see what the politicians can do to theirs.

    

Innovation Blog

How to Lose the Energy Race Before It Even Starts

By Shlomo Maital

    America has lost the race to develop clean alternative energy sources — well before it really starts in earnest. 

    One of my students found two charts, published by the US Department of Energy, based on data supplied by leading US automobile companies, showing an alarming projection.

    The charts reveal that internal combustion engines powered by conventional gasoline will remain the dominant technology up to 2030 and well beyond, according to the DOE.  Trucks, perhaps, will shift to other forms of energy more massively, because in trucking costs are vital and energy costs are a major part of total costs [from 5 m. gasoline-powered light trucks sold in 2010, sales will fall to 3 m. in 2030, with other forms of power taking up the slack]– but private vehicles?   More of the same.  Gasoline.  New car sales of gas powered vehicles will rise from 5.5 m. yearly in 2010 to nearly 8 m. in 2030, accoding to the DOE.

   Now, these are not just projections. They are policies.  The DOE, as a government ministry, has means to influence these charts.  For instance, if as NYT columnist Tom Friedman advocates, a permanent stiff tax on gasoline were imposed, making the price of gasoline in the U.S. roughly what it is in Europe ($5.80 – $6.00 per gallon), rather than the current level, about half that, or $3.00, suddenly investing in alternative energy would become far more attractive.  But no political leader has the courage even to suggest such a thing.       

   So America has chosen to opt out of this crucial race right at the start.  And hence — America’s disastrous dependence on foreign oil will continue for another generation at least.   For those of us accused of unjustly bad-mouthing America, this is one more powerful reason to be downbeat about America’s future.

Global Crisis Blog

What We Learn from Greece’s Crisis

   What can we learn from Greece’s debt crisis?  This is the question raised by Paul Krugman in his recent NYT column. 

     (As he wrote it, the EU was waking up and coming to Greece’s aid, belatedly. Germany has dragged its feet on this bailout for months, and the euro has plummeted as a result.   Germany’s position was: Why should German  taxpayers bail out the Greek spendthrifts?  Answer:  If you don’t, Germany and all Europe will suffer.)

     It is not a debt crisis, Krugman rightly observes.  Greece’s debt burden is not excessive. 

     What is the problem, then?

     It is a “I’ve painted myself in the corner” problem.  Greece is in the EU, adopted the euro (abandoning the drachma) and now cannot devalue its currency to boost its economy.  It is stuck with the euro.  It could withdraw from the euro zone, but that would cause a huge run against Greek bonds and stocks.   Greece cannot raise interest rates, because those are now set by the ECB, the European Central Bank.  Greece cannot ‘inflate’ to reduce the debt burden, as other nations have done in history, because, frankly, what Greece needs to do is deflate,  lower its wages, prices and costs in order to become more competitive within Europe.  But if it deflates, the debt burden becomes much more onerous, rather than less so. 

     Even if the EU does bail Greece out in the short run, long run structural problems will remain.  And Greece is not alone.  Other nations, like Portugal, Spain, and Ireland, perhaps even Italy, share them.   Consider America.  When California has a huge real estate bubble, and goes nearly bust, there is little the Federal Govt. can do to help California specifically, at a time when other parts of America are doing better.  This is the problem with an integrated economy.    There are big gains to such integration (a large efficient Single Market) but big problems, when a part of the market gets into trouble.

     So what can Greece do?   Savage spending cuts and tax hikes, says Krugman, to slash deficits and reduce borrowing.    But this would worsen unemployment and cause political crisis.  We are left with a Hebrew saying:  Wise people (or countries) avoid crises clever people (or countries) can get out of. 

     Greece is not wise.  Hopefully it will be clever.     

Innovation Blog

The Big Short: How Wall Street Screwed Us and Itself

By Shlomo Maital

  Michael Lewis

   Sorry for the vulgar language — but, it fits the subject and it accurately reflects the views of someone far wiser than me:  Michael Lewis, author of the new book The Big Short, about the global financial crisis of 2007-9.

    Interviewed on the CBS News program 60 Minutes, by Steve Croft, Lewis succinctly nailed the root causes of the crisis.  “Mass delusion!”    Here is a summary of the interview:

    “Our culture will come to the conclusion that everybody (on Wall St.) is a criminal.  But the story is much more interesting.  There is mass delusion.”

     A handful of people saw it coming. Dr. Michael Berry, a medical doctor with Asperger’s Disease (and one blind eye, from a bout with cancer) saw it.  [Ironic, someone with one eye saw things those with two good eyes failed to!].  He started a hedge fund in Cupertino, CA., and in 2005 foresaw the 2007 crisis in sub-prime mortgages. He invested in CDS (credit default swaps, insurance against bond default), betting on default — and made $720 m. ! How?  He took the trouble to read the sub-prime mortgage documents, while others did not.   He saw through the scam, in which Goldman Sachs investment bank persuaded AIG to issue CDS’s in the amount of $20 b., and later, another $30 b.,  without understanding at all what they were insuring  (not a 1 in 1,000 event, but a 100% certainty of collapse, owing to the nature of the subprime mortgages).    Why didn’t others on Wall St. see it?  “Wall St. is paid to delude itself,” he says.  Berry explains why the bonuses are so huge.  “The top people there want to be paid huge sums, so they have to pay people below them very large sums,” he explains.    Berry thought, when he bought up CDS’s, that others would copy him, eliminating the profit. But they did not. Perhaps 10 or 20 people acted like him, seeing the looming crisis coming. 

      Lewis told Croft:   Wall St., in its present form, cannot be sustained.  It is getting subsidized credit from the Fed, paying zero interest, then lending and investing at higher interest, and making billions.  This cannot be sustained.  “The (Wall St.) leaders have lost their sense of responsibility  to society”, he observes.  “Wall St. has become disconnected from reality,  from real productivity”.  It was an elegant form of theft, he believes.   Wall St. bankers paid themselves $20 b. in bonuses in 2009 — after the crisis!   In 2007, they paid even more:  $33 b. in bonuses!  

   But the worst part, the least believable part?    Nothing has been fixed.  The bond rating agencies that rated junk as AAA (Moody’s, S&P) are still paid by the folks who issue and sell the bonds — the investment banks.  And Credit Default Swaps?  Well, they still are unregulated, and nobody knows to this day how much they total or what they are worth?  And the icing on the cake?  The same ‘experts’ who caused the crisis — are now cashing in, with huge consulting constracts for the government, because they are the only ones who really understand the garbage paper they inflicted on society.   “A neat trick Wall St. does often,” Lewis notes,  “charging fortunes for cleaning up the messes it created in the first place.”

   What did the broadcaster Beale say,  on  the 1976 film Network: “I’m mad as hell and I’m not going to take this any more!”.  Well, we are mad as hell — and we are, alas, taking it every single day.

   Is there any consolation?  Lewis has been right so far. He thinks Wall St.  in its present form is unsustainable…it will disappear.   Let’s hope he is right.      

Innovation Blog

Playback Theatre:  A Case Study in Scale-Up

By Shlomo Maital

    Two awful disasters occur to inventors.  One is, their invention fails.  The second is, their invention succeeds!

    Succeeds?  Why is that a disaster?

   Because very often, innovators are not prepared for success, and are unable to scale up and globalize quickly. 

    An exception is Playback Theatre.  Playback Theatre is an original form of improvisational theatre in which audience or group members tell stories from their lives and watch them enacted on the spot. Playback Theatre is sometimes considered a modality of drama therapy.

    “I was sitting in a coffee shop, drinking hot chocolate”, recalls founder Jonathan Fox.  I pictured a small audience, people who’d be ready to act out the story of their community.   I had done experimental theatre that would get close to the community in godforsaken places….Over the years, the vision expanded and took on therapeutic dimension.”

     Fox began the world’s first Playback Theatre in New York in 1975.  His wife, musician Jo Salas, helped him.  Today there are eight branches around the world, including one in Israel.  The idea scaled quickly. 

    Here is an example of Playback Theatre, as enacted recently in Tel Aviv: (source: Haaretz Magazine, April 9, 2010):    A small intimate theatre.  Mostly women in the audience.  A pianist and 6 actors are ready.  People introduce themselves to one another.  The emcee invites a volunteer from the audience to tell a personal story.  Actors are then selected for roles.  A women sits in the ‘teller’s seat’, and relates,  how 23 years ago, she was called to the phone and told her father had died.  ‘I wanted to open the coffin and laughed…I ….decided to say good-bye in a different way. So a week later I went to the cemetery and lit a memorial candle and played the tango melodies he loved.’   The actors begin.  They dance a tango on the stage.  “Laugh! Let her laugh! ” They shout.  “Dad you went too soon.  But I am so proud of you and myself. You can hear me, can’t you?!”…..  Applause.

        If your idea fails…it dies.  If it succeeds — how will keep it authentic, true to your vision, while spreading it around the world?  Study Playback and other successful innovations.  And above all — think ahead!   What if my idea catches on like wildfire?  What will I do? How will I scale up?   Better to think ahead, than scramble to catch up — by then it’s too late.    

Blog entries written by Prof. Shlomo Maital

Shlomo Maital

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