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Posts Tagged ‘Management’

The future is NOT in more bank lending

Friday, 27 February 2009 10:29 Written by Eric Garland 0 Comments

I studiously avoid day-to-day politics into the discussion of strategic trends, but in this moment of critical government decision it is unavoidable.

Listening to President Obama’s speech before a joint session of Congress, I tried to imagine the impact of the trillions in deficit spending on the global economy. America’s recapitalization of banks, according to the President, is to stabilize the economic system but also to get banks lending again.

The concern is that if we do not re-start lending in this country, our recovery will be choked off before it even begins.

You see, the flow of credit is the lifeblood of our economy. The ability to get a loan is how you finance the purchase of everything from a home to a car to a college education; how stores stock their shelves, farms buy equipment, and businesses make payroll.

But credit has stopped flowing the way it should. Too many bad loans from the housing crisis have made their way onto the books of too many banks. With so much debt and so little confidence, these banks are now fearful of lending out any more money to households, to businesses, or to each other. When there is no lending, families can’t afford to buy homes or cars. So businesses are forced to make layoffs. Our economy suffers even more, and credit dries up even further.

That is why this administration is moving swiftly and aggressively to break this destructive cycle, restore confidence, and re-start lending.

I have placed several graphics on this blog about the trillions of dollars in debt that have been created through this culture of debt in the past twenty years. This crisis is due largely to that culture. Surely, rolling lines of credit are necessary to running most businesses. There are fluctuations in cash flow that require a certain percentage of your annual revenue to be offered to you in credit to keep things functioning.

debt-adusted-real-gdp

That’s not what has been going on. We’ve financed trillions of dollars of GDP through rampant debt. Note the difference between real GDP and economic activity financed through leverage:

This culture has destroyed the Anglo-American banking system. Many corporate mergers have been made possible only through billions in available debt. Education prices shot well ahead of wages due to availability of private student loans. Housing is crushing the middle class now that the bubble has burst – a bubble that would have been impossible without a reckless culture of debt.

If we are to recover, the culture must change. According to Mish, who should be one of your favorite economic bloggers:

With all due respect Mr. President, you and Congress want to force banks to lend when banks (by not lending) are acting responsibly for the first time in a decade. Mr, President can you please tell us who banks are supposed to lend to? Do we need any more Home Depots? Pizza Huts? Strip malls? Nail salons? Auto dealerships? What Mr. President? What? And why should banks be lending when unemployment is rising and lending risks right along with it?

Note that he mentions retail, also at an all-time high bubble, and which also will come down.

I’m in a mood to make short-term predictions about management: The future is in growing your business from organic growth, recapitalizing cash from operations. It will not be from exuberant bank lending policies, or this malaise will last an extra five years.

The future of business: more business, less finance

Monday, 13 October 2008 08:34 Written by Eric Garland 0 Comments

Fareed Zakaria is taking the long view with our current financial crisis, which naturally impresses me. I am quite glad to read his take on the potential upside of the current financial crisis. His view is that we will finally correct some of our fatally bad habits and return to a more disciplined approach to management.

“The financial industry itself is likely to shrink, and that’s not a bad thing, either. It has ballooned dramatically in size. Curry points out that “30 percent of S&P 500 profits last year were earned by financial firms, and U.S. consumers were spending $800 billion more than they earned every year.”

The notion of 30% of profits coming from people who essentially charge fees to borrow money should have been worrisome. Then again, the idea of running your economy on consumers who were borrowing short of a TRILLION dollars per year should have sent us screaming into the hills.

As a result, most of our top math Ph.D.s were being pulled into nonproductive financial engineering instead of biotech research and fuel technology.

I love this point! It seemed for years that simply “being the best” meant a one-way ticket to Wall Street, not a genuine love or talent for finance. It was no wonder why – that’s where the best salaries and bonuses were, no matter what you did. Yes indeed, those brains would be a real help on all the rest of our challenges!

Capital expenditures went into retail construction instead of critical infrastructure.”

This would explain why my hometown of Rutland, Vermont shrank in population over the past decade (from 20,000 to 17,000,) while it received more than one million square feet of new retail space. The average age of the place is 57, most of our manufacturing and farming jobs are gone, but they put in a dozen new giant retailers. Only fundamental problems with the financial sector could have incentivized this.

I agree with Fareed Zakaria – we’re going to have the opportunity to kick some very bad habits! It sounds like instead of shuffling money through the financial sector, we’ll be more motivated to invest in bridges, solar panels, wind farms, factories, roads and things that will actually improve our future.

A silver lining indeed.

A Critical Moment for Next Generation Leadership

Friday, 10 October 2008 14:28 Written by Eric Garland 0 Comments

A phrase continues to run through my head: “The future called. It’s waiting to see what you do before it happens.”

It’s an interesting moment to be involved with the long-term future – a moment when most people are too traumatized to see past the next few days. My next book is about the psychology of the future – not just how to study the future, but why most leaders do not. A concept I am exploring is the two levels of fear in organizational thinking.

The first level of fear occurs when the status quo is threatened. This might be exemplified by the events of mid- to late September, when the first banks started to buckle due to the subprime mortgage fiasco. Then, people started to worry about their stocks, their retirements, their home values – they were worried, in general, that if we changed too far from the current system, it would do them harm. People become more likely to rally around current institutions, defend them from fundamental change, because there is potential, undetermined harm on the other side of that shift.

If things get worse, we encounter a deeper, more interesting second level of fear. This occurs when people sense their institutions themselves are the problem, and there is much greater probability of harm from doing nothing. Now, people are much more likely to seek new structures, new intellectual frameworks, new rules. This is when leaders can take action and improve – or dramatically worsen – a situation.

This brings me to a lovely moment this past Tuesday, where I had the pleasure of speaking before the International Association of Corporate and Professional Recruiters. These are the people who seek out the leaders of tomorrow’s organizations, often interviewing and selecting potential CEO candidates for their clients. Their international meeting was in Manhattan, on 48th and Park Ave. Next to Wachovia, JP Morgan Chase, Merrill Lynch, etc. The mood is grim, shocked, calm, worried, and in many cases, angry.

This emotionally and intellectually charged atmosphere led to one of my favorite speaking events of the year. It was a great opportunity to speak before people who were interested in hearing about the challenges of the future, AND about what they could do to pick leaders with the appropriate mentality for those challenges. I could tell these executive recruiters, not to mention most of New York City, was open and willing to see how our institutions could realign with the future, to create a more just, prosperous humane world.

All this, followed up by world-class restaurants and guitar shops. Despite the crisis, I STILL love New York.

Think about the leaders we need for these challenges. Then, be those leaders. Or at least think like them.

About the blog

This is the official trend blog of Competitive Futures, a management consultancy that provides trend research and analysis for business and government around the world. Here, we update you on interesting trends we see as part of our work for our clients.


For managing partner Eric Garland's new author and speaker blog, please consult and bookmark http://www.ericgarland.co

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