18 February 2025

A World of Wealth

Recommendation

Journalist Thomas G. Donlan is one of the U.S.’s strongest advocates of capitalism. The editorial page editor of Barron’s, he is a convinced, and often convincing, champion of free trade, free markets, deregulation and investment. These ideas went into something of an eclipse in the U.S. following the disastrous events in the real estate and asset-backed securities markets. However, BooksInShort finds that Donlan’s book presents a spirited explanation of why these events were essential to putting the world back on course for economic growth and rising global prosperity. His style is concise, clear, pointed and frequently witty. True believers in the church of capitalism will value his defense of their doctrine; skeptics will likely respect his well-argued points, though they may conclude that he can be as much an apologist for capitalism as a proponent of it.

Take-Aways

  • No energy shortage exists. The world has abundant oil reserves to tap once accessing them becomes more economical than buying oil.
  • Environmental problems are economic problems, and markets can help solve them.
  • Free trade is good for society as a whole, but those hurt by free markets often can mobilize politicians who will protect them.
  • Immigration helps the U.S. – having immigrants onshore is better than having jobs offshore.
  • Investment spurs invention and vice versa; a free market fosters growth.
  • Taxation is always unjust. Taxes should be simple, stable and low.
  • Individuals should provide their own retirement funding.
  • Alan Greenspan, George W. Bush, Bill Clinton and Wall Street share responsibility for the U.S. stock market and real estate bubbles.
  • Adam Smith was right: When people can pursue their self-interests, an “invisible hand” seems to work on everyone’s behalf.
  • Keynesian economic policies harm the economy.

Summary

The Basics of Capitalism

Markets work. Freedom is the reason why. Free market capitalism holds the best solutions for issues such as poverty, environmental ruin, immigration, energy costs, the health care crisis and whatever else politicians have addressed lately with ill-advised regulation and control.

“There are two kinds of economists: those who think the free market always works, except when the results don’t suit them; and those who think the free market never works, except when the results do suit them.”

These problems are rooted in economics. Poverty is an economic issue concerning the distribution of wealth. Capitalism creates wealth, so it can solve the problem of poverty. Environmental degradation is an economic problem that involves property rights – people protect what they own, but pollute and destroy what they do not own. Capitalism can encourage conservation by harnessing the power of property rights.

“Democratic government has this fundamental problem: In broad terms, 20% of the people do most of the productive work and create most of the nation’s wealth, but the other 80% command a heavy majority of votes.”

Economics is not about what people should do, but about what they actually do. Economic theory depends on empirical observation. The most important objects of observation are supply and demand. Prices are the mechanism through which capitalism allocates limited resources. Value is not intrinsic; it is contingent upon supply and demand.

“As the price of oil rises and falls, it drives businessmen to the edge of sanity and politicians well beyond the edge.”

Pareto’s Law, which has many applications, expresses the 80:20 principle. A business derives 80% of its revenue from 20% of its customers; 20% of patients account for 80% of health care costs; 20% of a nation’s population earns 80% of its income. So-called trickle-down economics aims to increase national prosperity by making it possible for that 20% to earn and invest freely, since its expenditures and investments create prosperity for the poor. However, 80% of the voters in democratic countries are often inclined to take wealth away from the rich 20%. When they do, they interfere with the functioning of markets and decrease the society’s wealth.

Markets Can Solve the Energy Crisis

No oil shortage exists; the world has plenty of oil. The U.S., Venezuela and Canada have many more fossil fuel reserves than Saudi Arabia. The problem is not a shortage of oil but rather a shortage of really cheap oil. The vast fossil fuel reserves in the U.S., Venezuela and Canada are in the form of tar sands, coal and oil shale. Converting these reserves into usable oil is so costly that it doesn’t make economic sense when the price of oil is an inflation-adjusted $20 per barrel. However, when supply and demand push oil prices up, those reserves will become economical to exploit. The West faced the illusion of an energy shortage in the mid-1970s, when oil prices spiked and oil companies chased and found new reserves. As more oil came to market, prices fell.

“The U.S. should return to the idea that its borders are open to all who share the principles of American citizenship.”

The U.S. has worsened its energy problems with political interference in the energy markets. Talk of making the nation independent of cheap foreign oil is silly. Why not use the foreign oil, since it is cheap? When it is exhausted and prices rise, the U.S. can tap its harder-to-access domestic reserves.

Capitalism Can Address Environmental Issues

A great deal of worry about environmental pollution and global warming consumes the public. But global warming has both costs and benefits. Suppose that industry’s use of fossil fuels is contributing to global warming. The more industry there is, the more fossil fuels it burns and the warmer the globe becomes. The solution is simple: Cut back on industry to reduce fossil fuel use and help cool the world. But, more industry means more economic growth and less poverty. Is it moral to throttle growth and consign billions to poverty to make the world somewhat cooler?

“In matters of taxation, fairness is the enemy of simplicity.”

Many of today’s environmental problems are a consequence of the tragedy of the commons. In feudal England, villagers could graze their sheep or cows on public land. Because no one owned the land, the grass was free, giving every villager an incentive to put as many animals on the commons as possible. The result: too many animals eating too little grass. Overgrazing ruined the commons. Enclosing the commons made individuals responsible for their private property interests, so land management improved. Landlords became capitalists, villagers moved to the cities and worked in industry, and social welfare advanced. Similar solutions could apply to contemporary problems, such as overfishing the oceans.

How Free Trade and Immigration Benefit Almost Everyone

Free trade within the United States emerges from the Constitution. Indeed, the American Revolution was largely about freedom of trade. Free trade’s benefits include:

  • Efficient specialization as countries focus on doing what they do best.
  • Scaleable economies as successful industries expand where climate, logistics and resources justify it.
  • Technological development as competitors vie in open markets.
  • Low prices for consumers as efficient foreign producers help push costs down.
“Insurance companies, health maintenance organizations (HMOs), hospitals, doctor groups and any other organizations [should] compete to offer health care plans.”

Economic analyses convincingly demonstrate that free trade is good for America. There is no economic question about that, though there is a political question. Free trade in any particular product or commodity may result in job losses in a domestic industry. Spread throughout the entire society, free trade confers large benefits. However, on the level of individual people, the benefits may seem less apparent than the harm done to “victims” of trade, who are vocal and committed. Thus, politicians have an incentive to do what is uneconomic and restrain trade to prevent individual harm.

“The natural result of the Social Security-Medicare mess is a brewing political rebellion, still muffled for the time being but growing more potent with every year that passes without fundamental reform.”

Immigrants come to the U.S. today for the same reason they have always come: jobs and prosperity. Immigration and attendant controversy have continually been part of the American experience. The “Know Nothing” political party of the mid-19th century rallied against Irish Catholic immigration. The Chinese Exclusion Act of 1882 was the first legislative salvo against immigration from Asia. In the post-World War I years, America throttled immigration altogether, only to reopen slightly in response to labor shortages.

“Keynes’ advice works out to this: Saving bad. Spending good.”

The U.S.’s continuous efforts to restrict or control immigration generally have been at odds with economic reality. Immigrants come to the U.S. because companies need them to do jobs. In capitalistic terms, corporations demand labor and immigrants offer a willing supply of labor. Supply meets demand at a price, so no need exists for any regulations to block this market. Restricting immigration will not help U.S. domestic workers. If immigrants are willing to work for low wages in the U.S., they are willing to work for low wages at home. If the immigrants can’t come here, outsourced U.S. jobs will go to their home nations to find them. Retaining domestic jobs is a better outcome for the U.S. Everyone benefits when immigrants move in, increase their personal productivity, educate their children, and become – as so many previous generations have become – valuable contributors to the American economy.

Capitalism Creates

Invention and innovation gave rise to the contemporary industrial economy, but not in a vacuum. Financial innovations such as investment trusts made it possible for people of moderate means to aggregate savings and invest them in diversified portfolios. That helped give entrepreneurs and inventors access to capital as it gave investors the economic benefit of innovation. Capitalism is a creative force, in that investment responds to the opportunity for profit. The rich spend and invest, creating markets and opportunities for the less prosperous. Adam Smith was right: When people are free to pursue their self-interests, an “invisible hand” seems to work for the good of all.

Low Taxes Are the Least Bad Taxes

You can’t say much that’s good about taxes. They consume an enormous share of American income. The average person works for months just to pay taxes. The richest Americans work almost six months. Of course, the rich pay most of the taxes since they earn most of the income. The tax system is unfair and complicated. Its complexity creates an opportunity for legions of accountants and tax lawyers to engage in economically unproductive activity, making plenty of money but not creating real societal value. If the people who earned the money could keep it, they would spend it, creating economic activity. The capitalist solution to the tax problem: Make taxes simple, stable and low.

Keep the Government Out of the Market

Price movements up and down are essential to the proper, efficient functioning of a free market. Regrettably, politicians spend time and effort interfering with price movements, distorting markets and leaving society in worse shape. Consider price gouging: After a natural disaster, entrepreneurs left to their own impulses scurry into an area in need of power saws, lumber, gasoline, carpentry and the like. They charge high prices, because demand is great and supply limited. Steep prices will bring more products and service providers who will increase supplies until they satisfy the demand and prices fall. Price gouging actually helps victims of natural disasters. The market works.

“Pumped-up growth gives us enormous deficits and makes us dependent on somebody else’s capital accumulations, instead of pushing us to create our own capital out of our own profits.”

Whether in response to price gouging or other emergencies, price controls are damaging to economic well-being. Regulators do harm when they pursue companies on antitrust grounds. Monopolies, with the exception of government monopolies, cannot survive long. Antitrust laws prevent strong competitors from seizing market share, raising prices, and creating opportunities and incentives for even stronger competitors to displace them. Antitrust laws protect unfit competitors. Politicians and regulators should get out of the way and let the market do its work.

The Market Solution to Health Care Costs

When health care is universal, it is not affordable. European governments cannot afford their universal health care systems. When health care is affordable, it doesn’t seem to be universal. Specific medical conditions or certain populations may remain uncovered in the interest of greater affordability for most people. As a rule, cheap health care is not high-quality health care.

“The government’s job is to stay out of the way of natural economic cycles and let markets work. When governments fight economic cycles, they usually make them worse.”

For decades, the U.S. has been trying and failing to provide “universal, affordable, high-quality health care.” Theodore Roosevelt, Franklin D. Roosevelt, Harry S. Truman, Lyndon B. Johnson, Richard M. Nixon, Jimmy Carter and Bill Clinton all tried it and failed. The problem is simple. To give more health care to some people, the government would have to take something away from others. U.S. health care problems are largely the result of government policies that interfere with the market. The answer is a market solution based on an effective precedent, the Federal Employee Health Benefits Program, which lets government employees choose from an extensive menu of health plans. The employees pay a quarter of the cost – the government picks up the rest. Thanks to aggressive competition among providers, costs are reasonably low and quality is relatively high.

Save for Your Own Retirement

The American Social Security system is in crisis. It is not, in fact, a pension or insurance plan. It is a straightforward charity or welfare program. It transfers income from workers to retirees. But demographic forces have changed the balance between those two groups. Soon, retirees will likely outnumber workers. The system is unsustainable. The time has come to get away from the idea of the government being responsible for retirees. People should save for their own retirements and, more so, they should welcome the freedom and opportunity this approach offers.

Who’s to Blame for the Real Estate Bubble?

At the opening of the 21st century, America had a bubble economy – blame it on the Clinton and George W. Bush administrations, Federal Reserve Chairman Alan Greenspan, Wall Street bankers and rating agencies, and the others who created and encouraged dangerous debt and speculation in real estate. When the bubble popped and the country slid into recession, politicians offered Keynesian solutions. Keynesian economics discourages saving and encourages spending. It distrusts the wisdom of the market, and grants responsibility to supposedly wise, enlightened policy technocrats. However, Keynesian economic policies created the stock market and real estate bubbles in the first place. Loose money, extravagance, regulations to make mortgages more available to people who couldn’t afford them, and similar wrongheaded measures were the disease. Capitalism, market discipline and freedom are the medicines that can cure it.

About the Author

Thomas G. Donlan, editorial page editor of Barron’s, writes on the economy, politics and investing. He is a frequent media source and guest.


Read summary...
A World of Wealth

Book A World of Wealth

How Capitalism Turns Profits into Progress

FT Press,


 



18 February 2025

The Very, Very Rich

Recommendation

How the rich got that way is an interesting enough topic. But an interesting topic does not necessarily make an intriguing book. Author Steve Mariotti profiles 20 well-known 20th-century entrepreneurs. You will easily recognize the names Bezos, Branson, Burrell, Kroc, Roddick, Walton, Ford and Winfrey. However, the author presents little new information about them. His profiles are short; three to four pages, and take the tone of corporate press releases. The book works best as a compendium of capitalist success stories, and BooksInShort.com recommends it as a student’s primer in entrepreneurial studies. Since the author shares cover credit with the charitable program he launched to help low-income teen entrepreneurs, that might be just the audience that the author had in mind.

Take-Aways

  • For most entrepreneurs, the desire to mold the future is a greater driving force than money.
  • Many entrepreneurs love risk and adventure.
  • The stories of phenomenal entrepreneurs are stories of vision, grit and desire.
  • The same traits that inspire entrepreneurs often make them great philanthropists.
  • The ability to see the marketplace implication of a new idea is the cornerstone of great entrepreneurs.
  • One man’s complaint is an entrepreneur’s opportunity.
  • Jeff Bezos’ first name for his new Internet company was Abracadabra, not Amazon.
  • Race has been a potent motivator for many African-American entrepreneurs.
  • Ray Kroc was a struggling entrepreneur when he noticed that the biggest customers for his company’s milk mixers were Mac and Dick McDonald.
  • Anita Roddick opened The Body Shop because she could not purchase the beauty products she wanted in small sizes.

Summary

Amazing Entrepreneurial Stories

The stories of phenomenal entrepreneurs are not stories of wealth accumulation. They are stories of personal vision and of making the vision real. When you read about the lives of 20th-century American entrepreneurs, you find all types of surprises.

For instance, did you know that Ray Kroc was an economic failure until he was 57? His success as the entrepreneur who built McDonalds came afterward. What about the improbable story of Will Durant’s entrepreneurial rise and fall? The founder of General Motors - the man who started what grew into the United States’ largest corporation - spent the last ten years of his life managing a bowling alley. He sacrificed his wealth trying to maintain the value of GM’s stock during hard economic times. What about Madame C.J. Walker? She was a cleaning lady until she was 43, but she became the "first self-made woman millionaire in America." You’ll also find stories of early success. Steve Jobs and Steve Wozniak became "overnight successes in their early twenties" with a little company called Apple. Jeff Bezos found success with the Internet. And, Bill Gates and Paul Allen started a little software company in their teens and are doing OK by anyone’s standards.

Jeff Bezos of Amazon.com

Jeff Bezos’ credo for success is "work hard, have fun, make history." While working at a Wall Street company, Bezos saw firsthand how computers were changing the financial services industry. When he read a report that the Internet was growing at an annual rate of 2300% he decided to leave his job and start a company that utilized this growing technology.

“Most great entrepreneurs have not been motivated by a desire for wealth, but by a vision that they felt compelled to make real.”

He made a list of 20 products that could be sold online. After further review, he settled on books as his first product because he knew he could offer an unlimited selection without the cost of opening stores. He chose Seattle as the location for his new business because he wanted to be near several major book wholesalers. He went to work on a business plan and the development of database programs. By 1995, his site was up and selling books. Today Amazon is the third-largest bookseller in the world. As of 1999, the company had more than 13 million unique customers and was selling more than 57,000 books a day. When you ask Bezos about the threat of established players such as Wal-Mart competing on the Internet, he is nonplused because, as he says, Amazon has "more experience than anyone else in online shopping." His key to success is to "focus obsessively on the customer."

Richard Branson of Virgin Group LTD.

With his long hair, goatee and blue jeans, Richard Branson is known as the "Billionaire Balloonist" for his attempts to circumnavigate the globe in a hot air balloon. He started his first business, an "alternative culture" magazine, at age 16. This early success - he sold more than $10,000 dollars in advertising for the first issue and persuaded Jean-Paul Sartre and John Le Carre to write articles - led Branson to start other companies including Virgin Records and Virgin Airlines. His understanding of alternative culture inspired Branson to produce an original recording called Tubular Bells, which sold 7,000,000 copies and was used on the soundtrack of the movie The Exorcist. He signed recording contracts with the Sex Pistols and Boy George, building both acts into worldwide sensations.

“Where most people see irritations, entrepreneurs see opportunities.”

Branson’s management style is to keep his companies small and to challenge his employees. He believes a work environment with high expectations encourages people to excel. He leverages his vision by joint venturing with other companies that share the same vision. When asked why he takes on giants in the industries he enters, he replies, "We’re a company that likes to take on the giants. In too many businesses these giants have had things their own way. We’re going to have a lot of fun competing with them."

Thomas J. Burrell of Burrell Communications

The struggle to be the first in a market was the challenge for Thomas J. Burrell, who founded the United States’ first black-owned advertising agency in 1971. His company was formed to create ad campaigns to reach certain ethnic and racial demographics. Burrell saw that the country was changing in ways that corporations would need to understand to remain competitive. He knew that large corporations’ ad campaigns would need to reflect the values of African-Americans and other groups who were being ignored by those companies. He designed campaigns to attract these dormant markets by delivering messages about the client’s products in "emotional envelopes" that were relevant to the groups he targeted.

“The most successful entrepreneurs have turned out to be those who were highly motivated to create businesses that they believed would improve people’s lives.”

Burrell’s career in developing and delivering messages started in high school when an aptitude test he took revealed his artistic and persuasive abilities. When he asked his teacher what this meant in real-life terms, he was told to look into advertising. His first job after school was working in the mailroom of a Chicago advertising agency. He was the only African-American at the agency. Those early days led him to start his own agency. He knew that racism was strong in America. His vision was to create a company that would not be limited to serving black clients. He still envisions a day when an agency owner’s skin color is irrelevant. His personal view of life reflects this vision. He says, "The important thing is to enjoy yourself and continue to work. I know life is a journey, not a destination."

Robert Johnson of BET Holdings, Inc.

Robert Johnson’s personal goal is to launch an effective, direct attack on racism in the media. The founder of BET Holdings, Inc., Johnson started with equity and debt financing of half a million dollars. He built the Black Entertainment Network (BET) into the largest U.S. media company that focuses on portraying black Americans through their own eyes. His media empire includes BET Network, BET Arabesque Films, Emerge and Young Sisters and Brothers magazines and a partnership with HBO.

“As is so often the case, the struggling entrepreneur has a chance encounter and sees an opportunity that becomes the basis for his fortune.”

Johnson’s work ethic was established as a child. His parents taught him that you have to do things for yourself and you have to have confidence in yourself. At college and graduate school Johnson excelled, graduating sixth in his class from the Woodrow Wilson School of Public Policy and International Affairs. For his first media industry job, he was public affairs officer for the Corporation for Public Broadcasting. Within a few years, he became vice-president for governmental relations at the National Cable Television association (NCTA). Johnson’s hard work in building his career and his media empire has lead him to fully embrace capitalism as a powerful tool for change. Johnson believes "black people will become powerful in this country through control of economic wealth." He believes that the acquisition of economic power will result in a decrease in racism.

Anita Roddick of The Body Shop, Inc.

Anita Roddick was irritated. She could not buy small size containers of everyday cosmetic products. She was paying too much for fancy packaging, responding to false needs the cosmetic companies created in the minds of consumers. Her irritation led her to start a company that delivered what she couldn’t find in the marketplace: honest cosmetic products sold at honest prices in accessible sizes. Roddick believes that the great joy of entrepreneurship is finding out what is wanted and making it happen.

“The entrepreneurs profiled in this book did all become very rich - but each one has said that a desire for money, alone, would not have been sufficient motivation for them to have overcome the obstacles they faced.”

She opened the first Body Shop in Brighton, England. Many of the enlightened practices the company is known for today exist because Roddick opened that store with little working capital. Since she couldn’t afford to purchase a large stock of bottles, she told her customers to bring back their used bottles for refills. She couldn’t afford to put perfume in all her products, so she placed a tray of perfumes on the counter and permitted customers to add the one they wanted. Finally, as a response to the cosmetic companies’ false product claims, Roddick handwrote cards describing the contents of her products and how they worked. These were the foundation of store’s philosophy of giving the customer honest information.

Sam Walton of Wal-Mart

Sam Walton believed in the power of deep discounting. He believed that he could sell more products if he could figure out how to sell them at lower prices. Even knowing that he would make less profit per sale, he knew that he would make a greater total profit. Walton’s discounting so revolutionized retailing that he is considered the Henry Ford of his time.

“Burrell called his advertising philosophy ’positive realism’.”

Wal-Mart is the largest retail organization in the world. Starting with one store in a little town in Arkansas in 1962, Walton increased his business, which had 1,821 Wal-Mart stores, 680 Supercenters and 453 Sam’s Clubs by 1999. In addition to low price, Walton gave his customers excellent customer service and guaranteed satisfaction. He understood that people want to know that if they shop at his stores, they get product security at a better price, and it is low prices that bring customers to shop at his stores week after week.

Oprah Winfrey of Harpo, Inc.

When she was 12 years old, the queen of daytime talk shows told her father that she would be "paid to talk" when she grew up. After six years of co-hosting a Baltimore morning talk show, Oprah moved to Chicago in 1984 to take over its lowest-rated morning show, A.M. Chicago. In three months, her mix of lightweight women’s topics and hard-hitting controversial topics moved her show to first in the ratings. By 1986, she launched The Oprah Winfrey Show in national syndication. Today, it is American’s most popular talk show.

“The best entrepreneurs love risk and adventure, and possess great vision and drive.”

In addition to her daily talk show, Winfrey has expanded her business clout through her ownership of Harpo, Inc. Winfrey uses Harpo to extend her brand into all areas of entertainment including movies, cable and Internet content. Although she acknowledges that she is an entertainer, Winfrey uses her media access to present highly charged social problems to the public. She is known for discussing political issues and personally painful topics without exploiting them for their shock value. As she has said, "I see my TV show as a great forum for teaching. It is the biggest classroom you could ever imagine."

Steve Wozniak and Steve Jobs of Apple Computer

Working out of a garage with $1,300 in seed money Steve Wozniak and Steve Jobs helped create the computer revolution in the U.S. Their credo was to create products that were of the highest quality, both in design and function. Jobs convinced his parents to let them work out of the family garage and they started building computers for a small store in Mountain View, California. In their first year (1975-76), they sold 175 Apple I computers.

“Gates has indicated that his foundation will focus on health and education.”

The next step in the development of Apple Computer was to find venture capital. Jobs found an investor and the three men each had 26% ownership in the company, selling the remaining 22% to other investors. They decided to build a new computer. The Apple II, which was introduced to hobbyists at a local computer trade show, was the first "personal computer to provide color graphics and come in a light plastic case." The year was 1977.

“Profit sharing was just one of Walton’s motivational innovations.”

The company then experienced great ups and downs. Wozniak left the company for personal reasons in 1981 and Jobs was forced out by then CEO John Sculley in 1985. Apple’s Macintosh, personal laser writer and PowerBook notebooks were huge hits during the 1980s but the company suffered from a lack of internal direction and from direct competition. It started to decline in the early 1990s. In a bold move, Jobs returned to the company in 1997. Since then Apple has regained some of the luster it had in those early days.

About the Authors

Steve Mariotti is the author of numerous books on entrepreneurship. He is the founder of the National Foundation for Teaching Entreprenuership (NFTE), an international nonprofit organization that introduces low-income teens to the world of business and entrepreneurship by teaching them how to develop and operate their own small businesses. Mike Caslin is the CEO of NTFE.


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The Very, Very Rich

Book The Very, Very Rich

Profiles of Phenomenal Entrepreneurs, How They Got That Way, and How You Can, Too!

Career Press,


 



18 February 2025

The New Age of Innovation

Recommendation

Unlike many books on new economies or global changes, this work cites examples from around the world. C. K. Prahalad and M. S. Krishnan provide illustrative case studies from firms in India, Canada, the United States, Europe and elsewhere. They examine the various interactions among these firms and locales, grounding their theoretical discussions in reality. To add even more clarity, they also include many drawings and charts; unfortunately, these tend to force a simplistic Cartesian graphing system onto complex changes. Likewise, their abbreviations are more memorable than clear. Overall, though, these are minor glitches in an innovative and useful study. The authors’ analyses of how firms are interacting internationally, and redesigning themselves and the nature of business in the process, are both interesting and valuable. Its discussions of broad trends are unusually well-informed. BooksInShort recommends this book to executives and others committed to keeping up with change, especially on a large, even global, scale.

Take-Aways

  • Globalization and the Internet are changing the very nature of business.
  • One trend that is reshaping business is the renewed focus on individual experience.
  • Another is the need to access global resources.
  • Traditional divisions between products and services are dissolving.
  • Old lines between types of customers are blurring, too. Rather than thinking of selling to business or to individuals, customize each sale.
  • Balance flexibility and efficiency to succeed in the new economy.
  • Redesign your business processes to accommodate the new economy, and allow for the continual evolution of these processes.
  • Align your information strategies with your business processes.
  • Seek expertise everywhere in your organization – in fact, everywhere in the world.
  • Geographically dispersed teams will work together on projects.

Summary

From Mass Production to Customization

A “fundamental transformation of business” is under way, sweeping through the entire economy. What’s more, over the next decade and a half, this change will become institutionalized. It will simply be the norm – how companies operate. Two interwoven principles govern this change:

  1. “N = 1” – The focus is shifting from the mass production that defined the industrial age to customization. Businesses now create economic value by serving individual needs. In the new economy, you must create a “unique, personalized experience” for each and every customer.
  2. “R = G” – Resources are going global. Consumer demands are spreading and diversifying so much that no one organization can meet them all. Instead, a network of organizations around the world will participate in delivering resources, giving rise to a “global ecosystem.”

How It Works

For a demonstration of these trends and how they work together, consider education. For many years, public education has been akin to mass production. Students grouped together in classes learned the same subjects at the same pace. Contrast this system to the tutoring service the new company TutorVista offers. TutorVista students select which subjects to study, when to work on them, and how much and what kind of help they need. The tutors are located in many different places.

“There is a fundamental transformation of business under way. Forged by digitization, ubiquitous connectivity and globalization, this transformation will radically alter the very nature of the firm and how it creates value.”

For another example, look at changes in the way Goodyear sells truck tires. The company appears to be a classic, industrial-age product producer, whose relationship with the customer ends when the customer drives away. However, Goodyear has reconceived itself as a service provider. It sells both to other businesses and to consumers. It customizes its products to meet the needs of individual customers, and partners with other firms to provide expertise that it lacks in-house. As a service provider, Goodyear could monitor tire use, instruct drivers on tire-saving driving techniques, and remind customers when their tires need checking or replacing.

“We are moving to a world in which value is determined by one consumer-cocreated experience at a time.”

To make this kind of transformation, operate according to these principles:

  • Flexibility – Change to keep up with customer demands.
  • Quality – Meet market demands cheaply, yet without compromising quality.
  • Collaborative networking – No one firm can provide all the resources and expertise necessary to fulfill customers’ varied demands; instead, businesses must learn to cooperate. For example, health insurance companies, instead of being independent entities, are acting more and more like nodes in complex “ecosystems” of patients, hospitals and doctors.
  • “Innovative arbitrage” – Small firms generate innovations, while larger ones develop and market them. All must manage growing levels of complexity.
  • User-friendly “customer interfaces” – As you shift among different scales, from the individual to the corporate, all your customers must be able to find what they need easily.
  • Speed – This creates tension, which can lead to innovation. If you don’t fill customers’ needs quickly, they’ll go elsewhere.

Dissolving Boundaries

Traditional distinctions, such as those between hardware and software, or selling products and providing services, are dissolving. In devices such as the Apple iPhone, software determines the “entire user interface.” Producers of products find themselves providing services such as customizing, monitoring usage and training customers. The breakdown of these boundaries means that your business processes must change. If you insist on the old assumptions, methods, pricing systems and customer relations, your business processes will impede your transformation.

“The new competitive landscape is not just a weak signal of change, but rather a social movement.”

Unfortunately, many businesses don’t recognize this. Even when leaders identify what they must do, their firms aren’t keeping pace. Develop “an explicit connection between strategy, business models and business processes.”

Companies that have succeeded in doing so include eBay, which asks its most experienced customers for feedback and uses that to upgrade its systems. Another example is ICICI, an Indian bank. When ICICI saw new banking markets emerging in India, it adapted its processes. For example, it developed solar-powered ATMs, which it networked wirelessly. Recognizing that many Indian nationals living abroad sent money home, it digitized the funds-transfer process, cutting the time it took by more than a week. These innovations enabled ICICI to capture a major market share.

“The social architecture – organizational structure, performance measurement, training, skills and the values of the organization – must reflect the new competitive imperatives.”

Your business model must evolve in response to your environment, so monitor it continually. Rather than relying on intuition, gather and analyze both numerical “transactional data,” such as the rate of sales, and richer, more complex information, such as first-person observations and video. Your goal is not to understand why something happened after the fact, but to anticipate market movements, recognize trends as soon as they emerge, evaluate them and position yourself to take advantage of them.

“To win in the competitive landscape defined by creating one consumer experience at a time, decision makers must develop a whole new mindset for understanding their global supply, logistics and communication networks.”

Netflix, which rents movies by sending DVDs to customers through the mail, provides a good example of how to adjust to customers’ needs. The company has developed software that extrapolates from customers’ movie choices to suggest others they might wish to order. It considers this data so important that it offers a prize of $1 million to anyone who can improve the accuracy of its “analytical engine” by more than 10%.

Efficiency vs. Flexibility

To keep up with the demands of today’s business environment, balance “efficiency and flexibility.” On the one hand, customers expect industrial-age quality and speed of production. On the other, they want services tailored to their needs.

“The global corporation can be visualized as a logical thread of relationships between a multitude of moving parts – ideas, information, knowledge, capital and physical products.”

Yahoo solved this problem with SmartAds. Traditionally, advertisers placed ads in certain magazines or on certain television shows in the hope of reaching specific demographics; everyone who read the issue or viewed the show saw the same ad. SmartAds, in contrast, analyze individual market activity patterns. Two people visiting the same Web site might see completely different ads.

Transform Your Culture

To navigate the tension between efficiency and flexibility, redesign your organization’s “social architecture” for flexibility. Create a transparent corporate culture in which information flows freely. To make this change, organizational leaders must be able to articulate a clear vision of the transformed organization and preach it powerfully. Lack of strong support by company leaders is the most common source of failure. Empower managers, and reward experimentation and learning.

“In most firms, there is a gap between the capacity to think and the capacity to act.”

Beware of the “organizational legacies” – the core, often unspoken assumptions about the nature of your business, from pay scales to decision makers. They may complicate transformation. In older organizations, practices grow rigid. The group devotes its energy to replicating itself. Executives hire people who are similar to those already in the workforce and train them to do things the way they’ve always been done. Start-up organizations with no histories often have an easier time creating flexible cultures.

“As systems get more complex, there is bound to be acceleration of the need for change and the costs associated with change.”

The transformed culture should take into account customer perspectives to a far greater degree than traditional organizations do. Customer-service personnel should continually share information about customer interactions with managers, who must take the initiative and act quickly and appropriately on what they learn. To do so, they must understand how their departmental goals align with those of the organization as a whole. At the same time, they must be accountable for their actions.

“All global firms face a dilemma: How much central control should we mandate and what freedom should we give to local operations?”

All too often, traditional firms fail to coordinate information technology and business processes. Involve managers in determining what kinds of data their departments will collect. Build into individual and unit performance evaluations the expectation that managers will be able to take advantage of connectivity and digitization.

“Firms need to recognize that organizational and informational silos naturally evolve in large organizations.”

Systematically review the role played by each level of management, to create structures that keep them from barricading themselves into isolated silos. Consider creating a “business process governance council,” which includes representatives from all areas, to make sure the organization’s business practices are keeping up with the changing demands of the market.

Teams Go Global

The next stage of business evolution will be marked by a “dynamic reconfiguration of talent,” which will move beyond the choice of either doing things in-house or outsourcing them. Instead, global teams with shifting members and fluid identities will be responsible for projects. Low-tech jobs will no longer move inexorably to the developing world. Instead, talent in all areas will be located everywhere. Jobs may still move around due to cost, but they will also move because of speed, proximity to a “central hub” or the way talent clusters within a discipline.

“Inability to sustain senior management evangelism and commitment is one of the primary reasons why process transformation efforts do not meet the desired goals.”

Similarly, expect expertise to be scattered throughout your firm and allow authority to shift accordingly. Rather than insist that those on the top of the formal hierarchy always stay in charge, break tasks into “microprojects,” consisting of “specific, simple tasks” that are easy to outsource, and “macroprojects” consisting of complex processes that require the sophisticated integration of talent. Collaboration will play an increasingly large role in work, especially the kind of distributed collaboration that computerized connectivity makes possible.

IT and Innovation

The information technology (IT) you use also must be able to adapt to shifting market demands. Evaluate it continually at all levels: is infrastructure such as servers and wiring appropriate? How about individual computers? Can you use any publicly available software or must you develop proprietary, specialized applications? How functional are your company’s interfaces with its customers? None of these questions can you answer just once.

“We have to change the way we manage – how we continually match opportunities with resources.”

Your “technical architecture” must enable you to connect not only to different devices but also to different kinds of devices, computers and phones, for example. You should be able to transfer data to and from partners beyond your office walls. Those inside and outside your organization must be able to access the data they need, yet without endangering the security of proprietary information and elements of your systems.

Most firms have inherited “legacy assets” in IT – everything from hardware to databases they used at some point in the past. How to retain the information and functions of these assets as you transform your firm is an ongoing challenge. Although you could start from scratch, that’s expensive; instead, integrate your legacy assets with emerging IT designs. Assume you’ll need to keep changing systems as your business processes evolve, and seek flexible designs that embrace complexity and allow for “knowledge management” while still remaining user friendly. The interface through which your employees and customers access your system should make the logic behind your business processes apparent and easy to follow.

Design “event-driven systems” in which customer activity in one area sparks appropriate responses in another. For example, if a customer purchases four airline tickets with one credit card for people with “the same last name,” your system should recognize that these passengers are a family and suggest links to family activities. While your system must span the globe, it must also remain responsive to local activity.

About the Authors

C. K. Prahalad and M. S. Krishnan teach at the Ross School of Business at the University of Michigan. Prahalad is author of The Fortune at the Bottom of the Pyramid.


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The New Age of Innovation

Book The New Age of Innovation

Driving Co-created Value Through Global Networks

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