Why we’re all impact investors now
By Chana R. Schoenberger – Laurence “Larry” Fink, the founder and CEO of BlackRock, the world’s largest asset manager, which has more than $6 trillion in assets under management, issued an open letter to CEOs this past January—and reportedly sent many of them into a tizzy.
Fink’s letter said society is demanding that companies, public and private, need to “serve a social purpose,” benefiting not just shareholders but also employees, customers, and neighbors. And, he explained, from that point forward, BlackRock would be “eager to participate in discussions about long-term value creation and work to build a better framework for serving all your stakeholders.”
Executives, he wrote, should be able to answer their questions about the company’s actions. For example, what role does the company play in the community? How is it managing its impact on the environment? Is it working to create a diverse workforce?
“The time has come for a new model of shareholder engagement,” he wrote.
For nearly 50 years, many have been guided by the idea, laid out most famously by Milton Friedman, that the most appropriate way to create social change is to give profits to investors, and taxes to the government, and use that money to make an impact. more>
Posted in Business, Economy, Education, How to, Regulations
Tagged Business improvement, Capital, Chicago Booth, Impact investor, Jobs, Leadership, Noncompetes, Organization
By Howard Risher – The problem, as summarized in the report’s Foreword by NAPA President Terry Gerton, is fundamental:
Over time, the alignment between the government’s mission, strategy, and tactics on one hand, and the capacity of its workforce on the other, has fallen further out of sync. The result has been an accumulating series of program failures that have grown into a genuine national crisis.
To call it a national crisis is not hyperbole.
Human capital management leads the 2017 list of GAO’s high-risk areas and workforce management is integral to each of the areas on the list. GAO’s focus was limited to the skills gap. In its report, GAO concluded, “OPM and agencies have not yet demonstrated sustainable progress in closing skills gaps.” It’s been on the high-risk list for 16 years.
The skills gap needs to be seen as the tip of the iceberg. Skills alone cannot produce improved performance. The Office of Personnel Management describes the problem on its website with this formula:
Performance = Capacity x Commitment
According to OPM’s website, “In a work setting, the capacity to perform means having available the competencies [skills], the resources [technology is an essential tool], and the opportunity to complete the job [empowered to make decisions]. If employees are missing these, the work will not get done and the results will not be achieved.” Commitment is synonymous with engagement. more>
Posted in Book review, Business, Economic development, Economy, Education, How to, Leadership, Technology
Tagged Business improvement, Government, human resources, Jobs, Leadership, Organization, performance, Productivity
Is corporate market power really surging?
By Alex Verkhivker – In economic circles, an argument has gained traction that corporate market power is surging, resulting in skyrocketing markups, a falling labor share, and other negative consequences for consumers and workers. But some researchers are pushing back, emphasizing weaknesses in the argument and urging policy makers to be cautious before taking any actions.
Proponents of the market-power argument often rely on one of two methodologies, one that calculates and compares total revenues and costs at the economy-wide level and another that uses company-level data. University of Minnesota’s Loukas Karabarbounis and Chicago Booth’s Brent Neiman focus on the first of these two, in which the economy is considered a pie that is made of up three slices: the labor share (which goes to workers), the capital share (costs incurred to use factories, equipment, software, etc.), and economic profits. Economic profits are calculated by finding the difference between revenues and costs, including the cost of capital faced by companies to fund their assets used in production. more>
By George Bradt – The Wall Street Journal suggests Exxon’s once perfect machine is running dry. It got strategic timing wrong, investing too much too soon in capacity-building. It’s yet one more lesson on the critical importance of getting the timing right between implementing revenue-generating programs and building capabilities.
Strategy is about the creation and allocation of resources to the right place in the right way at the right time over time. It’s about choices. It’s about accepting failure as an option and asking “what if?” Most understand that the “right place” where to play choice is every bit as important as the “right way” how to win choice. Many get the “right time over time” choice wrong. This is what has gotten Exxon into trouble.
Moving from your current reality to a new, desired destination requires projects and programs that actually move you in that direction supported by the capabilities needed to deliver those projects and programs.
Here’s the rub. If you focus too much on running the projects and programs (path I) you get ahead of your capabilities and can’t deliver them. If you focus too much on building capabilities (path III) you run out of cash. The art of strategic timing is stepping up your capabilities ahead of program delivery requirements – but not too far ahead. more>
Posted in Business, Education, How to, Leadership, Technology
Tagged Business improvement, Leadership, Organization, Planning, Resource allocation, Strategic mistakes, Technology
The Tyranny of Metrics, Author: Jerry Z Muller.
By Jerry Z Muller – More and more companies, government agencies, educational institutions and philanthropic organisations are today in the grip of a new phenomenon. I’ve termed it ‘metric fixation’.
The key components of metric fixation are the belief that it is possible – and desirable – to replace professional judgment (acquired through personal experience and talent) with numerical indicators of comparative performance based upon standardized data (metrics); and that the best way to motivate people within these organizations is by attaching rewards and penalties to their measured performance.
The rewards can be monetary, in the form of pay for performance, say, or reputational, in the form of college rankings, hospital ratings, surgical report cards and so on. But the most dramatic negative effect of metric fixation is its propensity to incentivize gaming: that is, encouraging professionals to maximize the metrics in ways that are at odds with the larger purpose of the organization. more>
Posted in Book review, Business, Economic development, Economy, Education, Leadership
Tagged Business improvement, culture, Jobs, Leadership, Organization, Performance management