Why elephants can’t dance (or do social networking)

This morning’s Observer column.

Patience really is a virtue in this context, but it’s the one thing large corporations don’t seem to have. In part, this is a structural problem: public companies are driven by stockmarket expectations – which effectively means short-term exigencies. But corporate impatience to extract revenue juice from the online world in the short term is also a psychological problem. It’s the product of a mindset that has failed to take on board the scale of the changes now under way.

What’s happening is that one of Joseph Schumpeter’s waves of “creative destruction” is sweeping through our economies, laying waste to lots of established businesses and industries, and enabling the rise of hitherto unprecedented ones. And it’s doing so on a timescale of maybe 25 years, which means that the broad outlines of the new economic system won’t be clearly visible for at least a decade. But everywhere one looks, we find corporate moguls wanting answers Right Now. The most spectacular example is Rupert Murdoch, who is on his third demand for an immediate answer to the online question, but virtually every large organisation in the world is driven by the same panicky impatience…

The dismal (and dangerous) science

One of the most enjoyable pieces of academic work I’ve ever done was in the late 1970s when my philosopher friend Gerard de Vries of the University of Amsterdam and I did a study of the epistemological status of econometric models. (It was later published in the Dutch philosophy journal Kennis en Methode.) As an engineer I’d been intrigued by the way economists became increasingly obsessed with statistical models, and puzzled by the way in which the discipline gradually morphed into a branch of applied mathematics. This seemed to me to be yet another example of the pernicious attractiveness to social scientists of TS Kuhn’s notion of a ‘paradigm’: they convinced themselves that the way to make their subjects academically respectable was to give them an empirical core — just like physics. What none of us really appreciated was that this pathetic addiction to abstract models might have some sinister consequences.

What brought this to mind was an intriguing set of exchanges involving — of all people — Her Majesty the Queen. In November she visited the London School of Economics and, en passant asked some of the academics there why “nobody [had] noticed [before September 2008] that the credit crunch was on its way?” Which, when you come to think of it, was a bloody good question. On June 27 the British Academy, which is to the humanities what the Royal Society is to scientists, held a symposium on the subject, after which two of the eminent LSE professors who had attended wrote to the Queen, summarising the conclusions of the symposium. (Text of their letter is available here.) “Everyone seemed to be doing their own job properly on its own merit”, they wrote. “And according to standard measures of success, they were doing it well. The failure was to see how collectively this added up to a series of interconnected imbalances over which no single authority had jurisdiction. This, combined with the psychology of herding and the mantra of financial and policy gurus, lead to a dangerous recipe. Individual risks may rightly have been viewed as small, but the risk to the system as a whole was vast”.

If you’re of a suspicious turn of mind (and I am), this smacks of establishment cant. What it’s basically saying is that everyone’s to blame, which is another way of saying that nobody’s to blame, Ma’am. But in a way one could have predicted the contents of the letter by simply inspecting the list of invitees to the British Academy think-in: it’s a roll-call of establishment worthies — a Cabinet secretary here, a former Deputy-Governor of the Bank of England there, some prominent academics, a brace of retired Chief economic Advisers to the Treasury, etc.

The letter clearly irritated some economists, chief among them my friend Geoff Harcourt, one of the greatest living experts on Keynes and a life-long believer in the proposition that there’s a lot more to economics than applied mathematics. So he and his buddies set to and composed another letter to Her Majesty (text here) which seems a lot more sensible to me, mainly because it attributes some of the blame to the way in which the teaching of economics over the last two decades has been perverted by an obsession with mathematical theory and a lack of interest in what actually goes on in the real world. (Like, for example, the emergence of an unregulated ‘shadow banking’ system which came to overwhelm the normal, regulated, system.)

Geoff and his co-signatories point out that the British Academy letter

“does not consider how the preference for mathematical technique over real-world substance diverted many economists from looking at the vital whole. It fails to reflect upon the drive to specialise in narrow areas of inquiry, to the detriment of any synthetic vision. For example, it does not consider the typical omission of psychology, philosophy or economic history from the current education of economists in prestigious institutions. It mentions neither the highly questionable belief in universal ‘rationality’ nor the ‘efficient markets hypothesis’ — both widely promoted by mainstream economists. It also fails to consider how economists have also been ‘charmed by the market’ and how simplistic and reckless market solutions have been widely and vigorously promoted by many economists.

What has been scarce is a professional wisdom informed by a rich knowledge of psychology, institutional structures and historic precedents. This insufficiency has been apparent among those economists giving advice to governments, banks, businesses and policy institutes. Non-quantified warnings about the potential instability of the global financial system should have been given much more attention.

We believe that the narrow training of economists — which concentrates on mathematical techniques and the building of empirically uncontrolled formal models — has been a major reason for this failure in our profession. This defect is enhanced by the pursuit of mathematical techique for its own sake in many leading academic journals and departments of economics.”

Now enters, stage right, the formidable Richard Posner, who finds fault with both letters and calls for “a more focused criticism”. The Queen, he points out, was asking about the failure to foresee the financial collapse of last September, rather than about the health of modern economics in the large. “That failure”, he writes

“was I think due in significant part to a concept of rationality that exaggerates the amount of information that people have about the future, even experts, and to a disregard of economic factors that don’t lend themselves to expression in mathematical models, or are intractable to formal analysis. The efficient markets theory, when understood not as teaching merely that markets are hard to beat even for experts and therefore passive management of a diversified portfolio of assets is likely to outperform a strategy of picking underpriced stocks or other securities to buy and overpriced ones to sell, but as demonstrating that asset prices are always an adequate gauge of value — that there are not asset “bubbles” — blinded most economists to the housing bubble of the early 2000s and the stock market bubble that expanded with it. In modeling the business cycle, economists not only ignored, because difficult to accommodate in their mathematical models, vital institutional detail (such as the rise of the ‘shadow banking industry,’ which is what mainly collapsed last September) — often indeed ignoring money itself, on the ground that it doesn’t really affect the ‘real’ (that is, the nonfinancial) economy. They also ignored key concepts in Keynes’s analysis of the business cycle, such as hoarding and uncertainty and business confidence (‘animal spirits’) and worker resistance to nominal (as distinct from real) wage reductions in depressions. Lessons of economic history were ignored, too, leading to a belief that there would never be another depression, let alone a collapse of the banking industry. Even when the collapse occurred, in September, many macroeconomists denied that it would lead to anything worse than a mild recession; the measures that the government has taken to recover from what has turned into a depression owe little to post-Keynesian economic thinking; and the economists cannot agree on what further, if anything, should be done, and which of the government’s recovery measures has worked or will work.”

The truth of the matter is that large chunks of the analytical apparatus of modern economics has been shown to be a house of theoretical cards. But given the profession’s huge investment in said cardboard structures, it’s probably incapable of admitting its colossal mistake. Time for a Kuhnian revolution?

When will the lights go out?

This is the scariest chart I’ve seen all week. It’s from this week’s Economist, which has a sobering piece about the prospect of brown-outs in Britain in the not-so-distant future — like 2012, depending on what Vladimir Putin’s mood is like at the time.

IN THE frigid opening days of 2009, Britain’s electricity demand peaked at 59 gigawatts (GW). Just over 45% of that came from power plants fuelled by gas from the North Sea. A further 35% or so came from coal, less than 15% from nuclear power and the rest from a hotch-potch of other sources. By 2015, assuming that modest economic growth resumes, a reasonable guess is that Britain will need around 64GW to cope with similar conditions. Where will that come from?

North Sea gas has served Britain well, but supply peaked in 1999. Since then the flow has fallen by half; by 2015 it will have dropped by two-thirds. By 2015 four of Britain’s ten nuclear stations will have shut and no new ones could be ready for years after that. As for coal, it is fiendishly dirty: Britain will be breaking just about every green promise it has ever made if it is using anything like as much as it does today. Renewable energy sources will help, but even if the wind and waves can be harnessed (and Britain has plenty of both), these on-off forces cannot easily replace more predictable gas, nuclear and coal power. There will be a shortfall—perhaps of as much as 20GW—which, if nothing radical is done, will have to be met from imported gas. A large chunk of it may come from Vladimir Putin’s deeply unreliable and corrupt Russia…

Something will have to give. My hunch is that it’ll be the UK’s carbon emission targets.

The 1930s show

Sobering NYT column by Paul Krugman, who thinks that the Obama stimulus is nowhere near big enough.

Since the recession began, the U.S. economy has lost 6 ½ million jobs — and as that grim employment report confirmed, it’s continuing to lose jobs at a rapid pace. Once you take into account the 100,000-plus new jobs that we need each month just to keep up with a growing population, we’re about 8 ½ million jobs in the hole.

And the deeper the hole gets, the harder it will be to dig ourselves out. The job figures weren’t the only bad news in Thursday’s report, which also showed wages stalling and possibly on the verge of outright decline. That’s a recipe for a descent into Japanese-style deflation, which is very difficult to reverse. Lost decade, anyone?

Wait — there’s more bad news: the fiscal crisis of the states. Unlike the federal government, states are required to run balanced budgets. And faced with a sharp drop in revenue, most states are preparing savage budget cuts, many of them at the expense of the most vulnerable. Aside from directly creating a great deal of misery, these cuts will depress the economy even further.

So what do we have to counter this scary prospect? We have the Obama stimulus plan, which aims to create 3 ½ million jobs by late next year. That’s much better than nothing, but it’s not remotely enough. And there doesn’t seem to be much else going on. Do you remember the administration’s plan to sharply reduce the rate of foreclosures, or its plan to get the banks lending again by taking toxic assets off their balance sheets? Neither do I.

All of this is depressingly familiar to anyone who has studied economic policy in the 1930s. Once again a Democratic president has pushed through job-creation policies that will mitigate the slump but aren’t aggressive enough to produce a full recovery. Once again much of the stimulus at the federal level is being undone by budget retrenchment at the state and local level…

If Krugman is right and the US is headed for a decade-long Japanese-style recession, where does that leave the rest of us?

Plain speaking about Steve Jobs

From Mark Anderson.

The first, and most important issue is Steve’s actual health condition. What was last described as a “hormonal imbalance” or something like it, now looks a good deal like liver cancer.

If Steve has / had liver cancer, it opens a new vista of medical questions which he should be discussing now, as CEO. So should the media, so, get with it, kids.

Second, on the legal side: I have never heard so much BS in my life, as has been written in the last week about why it was perhaps OK for Apple’s board not to share this information with shareholders and the public.

The test, according to the SEC, is simple: if information would affect an investor’s decision to purchase (or sell) shares, it is material and should be disclosed.

Since anyone who went through the non-Steve Apple years knows that there simply is no Apple without Steve, the fact of his liver transplant, and if so, of his new cancer, are life- and company-threatening. There is no fancy dancing about taking a leave that would remove the obligation to tell investors that the only person who could run the company at length was in jeopardy.

The Apple board has now broken the law, twice: first, over the options deal with Steve; and now, this.

While Steve is great at making products, this board, and this company, suck at obeying the law, and at modern governance. They have put their shareholders at unknown risk, and themselves personally.

Yep. Couldn’t have put it better myself.

LATER: Warren Buffett takes much the same line:

“Certainly Steve Jobs is important to Apple,” Buffett, chairman and chief executive officer of Omaha, Nebraska-based Berkshire Hathaway Inc. said in an interview today on CNBC. “Whether he is facing serious surgery or not is a material fact.”

[…]

“If I have any serious illness, or something coming up of an important nature, an operation or anything like that, I think the thing to do is just tell — the Berkshire shareholders about it. I work for them,” said Buffett, 78. “They’re going to find out about it anyway, so I don’t see a big privacy issue or anything of the sort.”

Forthcoming divorces, contd.

What’s surprising is not that Time-Warner has finally decided to file for divorce from its former trophy bride, AOL, but that it’s taken so long to get round to it.

NEW YORK – Time Warner Inc. (NYSE:TWX) today announced that its Board of Directors has authorized management to proceed with plans for the complete legal and structural separation of AOL from Time Warner. Following the proposed transaction, AOL would be an independent, publicly traded company.

Time Warner Chairman and Chief Executive Officer Jeff Bewkes said: “We believe that a separation will be the best outcome for both Time Warner and AOL. The separation will be another critical step in the reshaping of Time Warner that we started at the beginning of last year, enabling us to focus to an even greater degree on our core content businesses. The separation will also provide both companies with greater operational and strategic flexibility. We believe AOL will then have a better opportunity to achieve its full potential as a leading independent Internet company.”

After the proposed separation is complete, AOL will compete as a standalone company – focused on growing its Web brands and services, which currently reach more than 107 million domestic unique visitors a month, as well as its advertising business, which operates the leading online display network that reaches more than 91% of the domestic online audience. AOL will also continue to operate one of the largest Internet access subscription services in the U.S.

Quite so.

In the time-honoured fatuity of corporate PR, the AOL bosses are over the moon about this. AOL Chairman and Chief Executive Officer Tim Armstrong said:

“This will be a great opportunity for AOL, our employees and our partners. Becoming a standalone public company positions AOL to strengthen its core businesses, deliver new and innovative products and services, and enhance our strategic options. We play in a very competitive landscape and will be using our new status to retain and attract top talent. Although we have a tremendous amount of work to do, we have a global brand, a committed team of people, and a passion for the future of the Web.”

Time Warner currently owns 95% of AOL, with Google holding the remaining 5%. The press release says that, as part of a prior arrangement, Time Warner expects to purchase Google’s 5% stake in AOL in the third quarter of 2009. After repurchasing this stake, Time Warner will own 100% of AOL. Accordingly, once the proposed separation is completed, Time Warner shareholders will own all of the outstanding interests in AOL.

Lucky them. Meanwhile, for those with poor memories, Good Morning Silicon Valley points out that AOL, which

was valued at more than $150 billion when it merged with Time Warner in 2001, is back on the market. But this time, despite its reach of “107 million domestic unique visitors a month,” it’s worth considerably less, with an analyst estimating its value at $5 billion.

And before you ask, that $105 billion is not a typo.

Financial epiphanies

From Nick Paumgarten’s piece on the decline of high finance in the current New Yorker

A private-equity executive I talked to said that he sensed the jig was up when his cleaning woman — “from Nicaragua or El Salvador of wherever the fuck she’s from” — took out a subprime loan to buy a house in Virginia. She drove down with her husband every weekend from New York, six hours each way, to fix it up for resale. They cleared sixty-five thousand dollars on the deal, in a matter of months. To many, this would have been proof that America is a land of opportunity, but to him it signalled a fatal imbalance between obligation and means.

One could find many similar stories from the UK ‘buy-to-let’ bubble. At the height of the bubble, British buy-to-let speculators didn’t really care whether they had tenants for their properties because the capital value was escalating so quickly that renting didn’t seem worth the hassle — or the agency fees.

Labour’s affair with bankers


Gordon Brown sucking up to Richard S. Fuld, CEO of Lehman Bros, just after opening Lehman’s new London HQ. Photograph from tonight’s ‘Dispatches’ on Channel 4.

Terrific FT.com column by John Kay.

What would have happened if the Financial Services Authority or Bank of England had sought to block the competing bids from RBS and Barclays for ABN Amro – a contest which, we now know, would bankrupt the bank that won the race? The phones in Downing Street would have been ringing insistently and it is easy to imagine the government’s response.

Little has changed. The government continues to see financial services through the eyes of the financial services industry, for which the priority is to restore business as usual. For a time in 2008, it seemed possible to argue that a package of temporary support for the banking industry, combined with substantial recapitalisation of the weaker players, might stabilise the financial sector and prevent serious knock-on effects.

But the problems of banks are much deeper than were then acknowledged and the destabilisation of the real economy has happened anyway. Government now provides taxpayers’ money to financial services businesses in previously unimaginable quantities. But there is no control over the use of the money, no insistence on structural reform or management reorganisation, no safeguarding of the essential economic functions of the financial services industry and no accountability for the damage that has been done.

It is as though the teenage children and their friends were to wreck the house and then demand that the grown-ups clean up before the next party. Their parents are too intimidated to do anything more than ask Uncle Adair to keep an eye on them and excoriate the hapless Fred who made off with some of the silver.

Fools’ Gold

Howard Davies reviews Gillian Tett’s book on the banking catastrophe in today’s Financial Times. Excerpt:

The thesis of Fool’s Gold is that a small group of clever quants at JPMorgan invented credit derivatives, all those dangerous acronymic creatures – CDOs, CLOs and the like – that we have come to know as the crisis has evolved. But it was other, greater fools, in other banks, who misunderstood and misused them.

[…]

She introduces us to the individuals who made it all happen: Bill Winters, Peter Hancock and Bill Demchak in the US, Blythe Masters and Tim Frost in London. Winters and Masters are still with the bank; the others have moved on. Masters is still the high priestess of securitisation as chair of New York’s Securities Industry and Financial Markets Association, though when she speaks in public these days, notes Tett, “in deference to the dark mood of the times, she wears a sombre, chocolate-brown suit, instead of her usual jewel-toned hues”. Such subtle semiotics are not available to men – it’s not fair. Frost emerges as a kind of Macavity the mystery cat: now a firework inventor, now a trader, then creatively salvaging a structured investment vehicle (SIV), and today an advisor on restructuring to the Bank of England.

The innovations that emerged from the fertile minds of this talented team were supposed to make the world safer. They allowed risks to be sliced and diced and spread around the globe, held by those best able to bear them. This narrative, assiduously promoted by the banks, was generally accepted by the financial authorities at the time. In its 2006 annual report, the International Monetary Fund (IMF) noted that: “The dispersion of credit risk by banks to a broader and more diverse set of investors … has helped to make the banking and overall financial system more resilient … improved resilience may be seen in fewer bank failures.”

But in the wrong hands these fireworks proved to be, well, explosive…

Yep.

Rethinking corporate governance

One thing that’s been obvious at least since Enron is that our model of corporate governance is broken. In particular, non-execs have not been discharging their responsibilities. In the case of RBS, for example, it’s abundantly clear that the Board members were terrorised by ‘their’ CEO, now Britain’s most famous pensioner, Fred Goodwin. Mark Anderson’s written a very good ‘open letter’ on this subject in which he puts forward some useful ideas about how corporate governance could be rebooted.

We can blame the regulators who really came from industry, we can blame the bankers and CEOs and their lobbyists, we can blame the politicians who pretended that no regulation was good regulation, we can blame co-presidents George Bush and Dick Cheney. But, with the exception of the last two, there is another layer of governance that should take most, if not all, of the responsibility: the board of directors.

Too much is made of the symptoms of bad management, and much too little is made of those really responsible for the quality of this management.

At different times, I’ve written open letters to specific boards, but today I wanted to write an open letter to all boards. If you are a corporate board member, please read this carefully; I’m betting that, after reading it, you’ll agree: you were probably not doing your job.

Let me start by breaking the neck of the good-old-boy scheme: most board members are friends (or even relatives) of the CEO, or work for him or her. Those who are not – even the most independent “outside” directors – tend to be selected on a rank of the CEO’s ability to direct, manipulate, or intimidate them; OR because they are guaranteed not to look too closely at the company.

This formation step is the first place where things go wrong.

A good board of directors should number 9 to 11, and have the following composition:

The Chairman, often the past CEO, and certainly NOT the current CEO.

The CEO.

The CFO. This will surprise most readers.

At least half the directors should be “outside” directors.

There may be a rotating spot for one or more employees (the German model).

The General Counsel.

The CTO or CIO should also be considered, since most strategic decisions involve technology inputs that others may miss entirely.

Outside directors should be just that; not just golf cronies or the targets of interlocking board favors. Rather, they should bring strengths from areas of current or planned company operations.