|Been a loooong year,” sang John Lennon, as the music faded away on the last track of his 1975 album Rock’n’Roll. This December we know what he meant.
It has been a year of high anxiety. Good news has usually been followed by bad, making it hard (and unwise) to believe that the worst was over. For those who had never experienced it, bumping along the bottom has become a meaningful concept.
But let’s not slump into excessive end-of-year doom. Looking ahead, here are three ideas to help business leaders have a happier time in 2010.
Having realised there was a problem, Commissioner Kelly took action. Four years ago, NYPD established its Real Time Crime Center, a 24-hour, seven-day data warehouse that provides information and support to detectives who are investigating violent crime. Information is delivered to them at the crime scene. Clear-up rates and speed of operation have both improved significantly.
This is what managing with “analytics” can do for you. Successful companies – Google, Amazon, Tesco, Netflix – have got terrifically smart at extracting the right amount of relevant data from their businesses, and making it work for them: finding unexpected, unseen patterns in customer behaviour, and exploiting them.
In 2010, it will be time to get serious about managing proliferating data more intelligently. But don’t spend all your time poring over the stuff, because idea number two is going to require putting the spreadsheets down and getting out of the office …
When I asked the chief executive of the global recruitment business Manpower, Jeffrey Joerres, about his management style recently, he spoke eloquently about the need to get out of the office and meet people face to face. Being a leader involves a lot more than just sending e-mails and “gazing at charts”, he said. “We are a company of do-ers, and if you have this big chasm between executives and [staff], you have no idea what the challenges are.”
Increasingly, the gurus tell us, strategy is execution. In other words, it’s how you do things that matters.
Jeff Immelt, chief executive of General Electric, gets it. In a speech at the US military academy West Point two weeks ago, he argued forcefully that business leaders have lost their way. “We are at the end of a difficult generation of business leadership, and maybe leadership in general,” he said. “Tough- mindedness, a good trait, was replaced by meanness and greed, both terrible traits … rewards became perverted,” he added.
Large sections of Mr Immelt’s speech could have been written by Ken and Will Hopper, authors of one the most important business books of the past decade, The Puritan Gift. Indeed, in it they salute the GE boss as their kind of leader.
The Hoppers’ book emphasises “the importance of a good managerial culture in determining the nature and direction of any society”, as Will Hopper puts it. Good managers master their craft, while also possessing what Mr Immelt calls “domain knowledge” – that is, they know what they are doing in their specific discipline. If only bankers had been better at banking, how much happier we would all be.
It has been a long year. With hard work, and after drawing on these ideas, next year could be better.
Stern, Stefan. “How to Raise Your Game in 2010.” Ft.com. Financial Times, 21 Dec. 2009. Web. 2 Jan. 2010.
|The Springboard Project will recommend how to best equip the current and future U.S. workforce for success in the post-recession economy
Washington, D.C. – Today Business Roundtable, an association of chief executive officers of leading U.S. corporations, announced the launch of The Springboard Project – an independent commission that will develop innovative approaches to help American workers acquire the new skills and the education needed to thrive in the 21st century’s evolving labor market. The commission, which will bring together a diverse group of education and business leaders, labor experts, union chiefs, academics, foundation heads and government representatives, is holding its first meeting today in Washington, D.C.
“Given the transformations in the current economy and the long-term impact they will have, this is the moment for business and government to join forces with labor and the online community to make sure that our workforce has the training and resources to meet the demands of an ever-changing marketplace,” said William D. Green, chairman & CEO of Accenture and chairman of The Springboard Project. “I am looking forward to working with such an esteemed and talented set of experts to tackle the unique challenges the American worker faces today and will continue to face even after the recession passes.”
Today’s meeting will officially kick off The Springboard Project’s nine-month mandate to develop innovative and feasible recommendations to the Obama administration, Congress, the private sector, labor and individuals.
“American business leaders are optimistic about the future of our economy and the long-term prospects of American workers,” said Harold McGraw III, Chairman of Business Roundtable and Chairman, President and CEO of The McGraw-Hill Companies. “America’s talented workforce and strong history of innovation have helped us overcome economic hardship before, and we have assembled some of the nation’s best minds to help identify practical and productive ways to ensure today’s workers are equipped to help us succeed again.”
The Springboard Project will:
The Springboard Project will issue its recommendations at the end of 2009.
More information about The Springboard Project can be found at www.businessroundtable.org/springboard.
Business Roundtable. Business Roundtable Launches Broad-based Commission to Address Needs of American Workers. Business Roundtable Resource Center. Kirk Monroe, 13 Mar. 2009. Web. 17 Nov. 2009.
Last summer I attended a talk by Michelle Rhee, the dynamic chancellor of public schools in Washington. Just before the session began, a man came up, introduced himself as Todd Martin and whispered to me that what Rhee was about to speak about — our struggling public schools — was actually a critical, but unspoken, reason for the Great Recession.
There’s something to that. While the subprime mortgage mess involved a huge ethical breakdown on Wall Street, it coincided with an education breakdown on Main Street — precisely when technology and open borders were enabling so many more people to compete with Americans for middle-class jobs.
In our subprime era, we thought we could have the American dream — a house and yard — with nothing down. This version of the American dream was delivered not by improving education, productivity and savings, but by Wall Street alchemy and borrowed money from Asia.
A year ago, it all exploded. Now that we are picking up the pieces, we need to understand that it is not only our financial system that needs a reboot and an upgrade, but also our public school system. Otherwise, the jobless recovery won’t be just a passing phase, but our future.
“Our education failure is the largest contributing factor to the decline of the American worker’s global competitiveness, particularly at the middle and bottom ranges,” argued Martin, a former global executive with PepsiCo and Kraft Europe and now an international investor. “This loss of competitiveness has weakened the American worker’s production of wealth, precisely when technology brought global competition much closer to home. So over a decade, American workers have maintained their standard of living by borrowing and overconsuming vis-à-vis their real income. When the Great Recession wiped out all the credit and asset bubbles that made that overconsumption possible, it left too many American workers not only deeper in debt than ever, but out of a job and lacking the skills to compete globally.”
This problem will be reversed only when the decline in worker competitiveness reverses — when we create enough new jobs and educated workers that are worth, say, $40-an-hour compared with the global alternatives. If we don’t, there’s no telling how “jobless” this recovery will be.
A Washington lawyer friend recently told me about layoffs at his firm. I asked him who was getting axed. He said it was interesting: lawyers who were used to just showing up and having work handed to them were the first to go because with the bursting of the credit bubble, that flow of work just isn’t there. But those who have the ability to imagine new services, new opportunities and new ways to recruit work were being retained. They are the new untouchables.
That is the key to understanding our full education challenge today. Those who are waiting for this recession to end so someone can again hand them work could have a long wait. Those with the imagination to make themselves untouchables — to invent smarter ways to do old jobs, energy-saving ways to provide new services, new ways to attract old customers or new ways to combine existing technologies — will thrive. Therefore, we not only need a higher percentage of our kids graduating from high school and college — more education — but we need more of them with the right education.
As the Harvard University labor expert Lawrence Katz explains it: “If you think about the labor market today, the top half of the college market, those with the high-end analytical and problem-solving skills who can compete on the world market or game the financial system or deal with new government regulations, have done great. But the bottom half of the top, those engineers and programmers working on more routine tasks and not actively engaged in developing new ideas or recombining existing technologies or thinking about what new customers want, have done poorly. They’ve been much more exposed to global competitors that make them easily substitutable.”
Those at the high end of the bottom half — high school grads in construction or manufacturing — have been clobbered by global competition and immigration, added Katz. “But those who have some interpersonal skills — the salesperson who can deal with customers face to face or the home contractor who can help you redesign your kitchen without going to an architect — have done well.”
Just being an average accountant, lawyer, contractor or assembly-line worker is not the ticket it used to be. As Daniel Pink, the author of “A Whole New Mind,” puts it: In a world in which more and more average work can be done by a computer, robot or talented foreigner faster, cheaper “and just as well,” vanilla doesn’t cut it anymore. It’s all about what chocolate sauce, whipped cream and cherry you can put on top. So our schools have a doubly hard task now — not just improving reading, writing and arithmetic but entrepreneurship, innovation and creativity.
Bottom line: We’re not going back to the good old days without fixing our schools as well as our banks.
Friedman, Thomas L. “The New Untouchables.” Nytimes.com. New York Times, 20 Oct. 2009.
Web. 17 Nov. 2009. <http://www.nytimes.com/2009/10/21/opinion/21friedman.html>.
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