Category Archives: Government

by - 0 comments

Back to Business

Last week more than eighty corporate CEOs signed and published a manifesto, agreeing that our nation needs both spending cuts and revenue increases to move forward.  It was a simple, clear statement, meant to advise Congress and our soon to be elected President that it is time to break the stalemate.  Here is the text that appeared in the Wall Street Journal, October 25, 2012, reprinted for convenience:

“Policy makers should acknowledge that our growing debt is a serious threat to the economic well-being and security of the United States.

It is urgent and essential that we put in place a plan to fix America’s debt. An effective plan must stabilize the debt as a share of the economy, and put it on a downward path.

This plan should be enacted now, but implemented gradually to protect the fragile economic recovery and to give Americans time to prepare for the changes in the federal budget.

In order to develop a fiscal plan that can succeed both financially and politically, it must be bipartisan and reforms to all areas of the budget should be included.

The plan should:

Reform Medicare and Medicaid, improve efficiency in the overall health care system and limit future cost growth;

Strengthen Social Security, so that it is solvent and will be there for future beneficiaries; and

Include comprehensive and pro-growth tax reform, which broadens the base, lowers rates, raises revenues and reduces the deficit.

The recommendations of the bipartisan Simpson-Bowles Commission, which saved $4 trillion and addressed all parts of the budget, provide an effective framework for such a plan.

The plan should be conducive to long-term economic growth, protect the vulnerable, include credible enforcement mechanisms to ensure that debt reduction is achieved and leave the next generation better.”

Strangely the formation of this consensus among competitors from a sample of highly influential business leaders on multiple sides of the political divide did not receive more attention.  No, it’s not a perfect proclamation or unusually eloquent, but it could be a spark to ignite meaningful pressure on those in our government who need it most.

Perhaps there is too much noise out there to hear the unified voice of corporate direction demanding an end to party stalemate.  Agree or disagree with the particulars, but it is time for the entire population to embrace the same demand.  No action  by Congress is not a reasonable response to the Fiscal Cliff we face together.  No deal in Congress means all Bush-era tax relief will be eliminated at the end of 2012, while across the board federal budget cuts will be mechanically enacted in virtually all areas of non-entitlement or interest expense as a result of sequestration in our failure to address the debt ceiling.  Both parties agreed late last year to sequestration in the event that well-considered budget policy could not be deployed on a line by line basis, with expected care and diligence applied to the hard decisions that have to be made rather than whacking the morass with a machete.  You would think dedicated, elected officials would have long ago embraced the gravitas of their charge.  Sadly, the time for surgical precision is quickly running out.

Any common ground has to agree that the Fiscal Cliff is not worth any ideological mandate.  The nation cannot afford a repeat of last fall’s debt ceiling fiasco, which in my opinion was one of the worst failures of democracy and representative government in a generation.  We need to get back to business.

As I have written before with respect to innovation, building a consensus is not the same as caving to compromise.  There is cop-out compromise and there is collaborative compromise.  Cop-out compromise means walking away from one’s core values, abandoning that which is fundamental to being constructive, the undermining of sound judgment.  Collaborative compromise arises from acknowledgment of the real prize — progress that likely cannot include every single designated component serving an agenda.  Collaborative compromise is guided by consensus, a combining of good ideas around an agreed set of goals articulated and guided by sound leadership.  The eighty-plus CEOs who delivered their move-ahead manifesto understand how to build a consensus because they have to do it everyday to hold teams together, get stuff done, and create economic value.

When compromise means abandoning one’s truest values to survive then I agree that is not a good definition to support, but I don’t see that in our economic dialogue in Washington.  If compromise means reasonable give and take to support a well-advised consensus as illustrated in the CEO Manifesto, then it is time for our government to compromise.  More than time.  It is the essence of representative democracy.  It is what they were elected and hired to do.

We must get back to business.  People need to work.  Government services have to be provided so we don’t bump into each other.  Taxes need to be fair and they need to be paid.  Credit markets need to flow.  The economy needs to function.  All of this underlies the free markets we cherish.

No candidate should ever take your vote for granted, you award it as your precious right.  Reasonable action by Congress is overdue.  Contact your representatives now.  Tell them that walking us over they Fiscal Cliff will cost them their authority.  Sequestration means they didn’t do their jobs.  Demand leadership, demand shared vision.  We need to overcome the impasse immediately following the Presidential Election.

Let’s get on with it.  Back to business.

by - 2 Comments

Learning from Mars

If you went to elementary school circa the 1960s, you remember that one of the few times TV was brought into the classroom—likely a dusty, early model, enormous 21-inch Zenith B&W CRT with bent rabbit ears, strapped to a prison issue, grey steel rolling wheel cart—was for the Apollo lift offs, splash downs, and moon walks. During those turbulent years of hard-won civil rights and compounding economic expansion, you might have dreamed about growing up to be the next Mick Jagger, but it is equally possible you aspired to have The Right Stuff and be the next Neil Armstrong.

The Space Race captured our imaginations. We watched in awe as the first boot imprint and an American flag were planted in the Sea of Tranquility. We lost sleep with the good people at Houston who had “a problem” bringing home Apollo 13. It was all so captivating, the science in our textbooks was made real, technology was cool, and the Warp Factors of Star Trek seemed someday plausible. I’m glad I got to experience that as a child—it made childhood more childlike and less childish. The Little Prince would have been proud.

Much has been written about the fall off in public enthusiasm for the space program after the tapering Apollo missions and the less grandiose but still near miraculous Space Shuttle missions. As we left The Cold War behind with the collapse of the Soviet Union, we came to worry less about controlling our Solar System. Satellites became our path to better television and radio entertainment, not so much a magic portal to the future as a manufactured bridge to enhanced convenience. It all became ordinary, and then expensive, a difficult pair to keep at the high-end of federal funding without public enthusiasm. We moved on, to the information age, to the PC revolution, to the wildly lucrative internet. NASA was scaled back year after year, and although we knew that wasn’t optimal, we were largely okay with it.

Too often we forget all the ancillary learning that occurred as part of space exploration—not just the nifty consumer products like cordless power tools and vastly improved athletic shoes, but the processes of working together in high function teams. Getting tonnage into and out of space safely has never been a job for individual heroes as much as it sets the tone for working together in groups, combining scientific work methods that emphasize cooperation, breaking down gigantic projects into manageable tasks. Engineering is a profession of shared ideas, where the accuracy of each single contribution matters immensely, but the compiled knowledge of all participants matters even more. We take so much of that kind of process for granted now when we bite off big chunks. I wonder if we take appropriate time to digest just what the process of doing the incredible really means.

As we took a brief intermission from the Games of the 30th Olympiad these past few weeks to observe the otherworldly, never before tried jet-softened hard landing on Mars, I was left pondering if perhaps we were being a bit too casual about the successful parachuting of the Curiosity Rover. No, there were no astronauts on board, and yes, we had landed on Mars before—but not this way, and not with a nuclear powered craft of such immense size and scale. I think everything that involves operating with precision at distances of this magnitude is astonishing, and no matter how clear the physics, we should celebrate with the geniuses at JPL and NASA anytime they pull off the near impossible. Getting to Mars and sending back data to Earth is not a little thing no matter how many times we do it.

This one left me thinking even further. In the midst of a floundering economy and awful recession, precisely the opposite of the Apollo climate, our national tech teams did more with less and made us proud. What were the business lessons, I wondered—more ancillary byproducts of this adventure in science—from which we can additionally benefit in learning by example? I am sure there are many, but three leap out for me:

  1. Difficult is Good.  Paraphrasing President Kennedy’s challenge to set an arbitrary deadline without a known roadmap, the Curiosity team chose their path not because it was easy, but because it was hard. This was wide-eyed enthusiasm for a mission about something other than personal gain. Want people to rally around a task? Give them something where they need each other, where failure is acceptable in concept, but not in approach. Big problems are always worth solving.
  2. Resilience is Rebound.  Here was a team that had just put the Shuttle in mothballs, experienced colossal layoffs, and had no choice but to accept for the immediate future that our astronauts would have to hitchhike across the galaxy in the form of renting seats from former competitors. They put this behind them by committing to the project at hand.
  3. Sharing Triumph is Personal.  How do you get a team fired up and motivated? Bypassing cynicism is a decent route. This mission was about proving what was possible, about intrinsic meaning as much as the survival of equipment. The Curiosity team built pride because they did something together they will forever share, advancing progress, continuing exploration. Often you forget the details of a project, but you don’t forget people who matter. This is where emotion has a clear role in that which is otherwise objective.

I hope enough people at home were paying attention, partly because the landing was worthy of our attention, but more because when you think about it in the abstract, there is more application than meets the eye. Getting out of this recession is no small task, and it won’t be our government who gets the job done. It will be teamwork, commitment, creativity, motivation, and entrepreneurial spirit. Our move forward will be economic, but satisfaction has come from more than that. It will be of the human spirit, with celebration in the process of innovation as well as getting some problems solved.

I like that they named the rover Curiosity. It’s a good, real world metaphor. It sings aspiration. It’s worthy of our attention, a form of pedagogy that really does come from another planet.

by - 11 Comments

Creativity and Courage

Teddy Roosevelt — who legend has it never wanted to be called by that name — is back in the news, at least to the extent that we are finding reason to quote him of late.  In response to an earlier post of mine, a friend who had a challenging year sent me the following quote from Theodore Roosevelt:

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, and comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows the great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. 

The quote comes from a speech Roosevelt delivered at the Sorbonne in Paris on April 23, 1910, just after the completion of his presidency.  He ponders a world which is increasingly industrialized, the role of the common man in its development, and the critical nature of risk in our capitalist economy.  Roosevelt is optimistic about America’s role in the New World, the rising living standard for the middle class, and the importance of learning — academic and experiential — to the evolution of our civilization.  “The poorest way to face life is to face it with a sneer,” spoke the former President.  He was a champion of character.  He had no appetite for the voice of the cynic.

There is a lot of substance in Roosevelt’s reflection, but the essence for me comes back to the notion of the creative process, whether in business or government or science or art, what it means to put oneself in the public light with new ideas.  I write a good deal about innovation and creative destruction, how it is essential to the evolution of our norms, but not enough about the drive behind that process, the extremely hard work of dodging the ordinary and then attempting to get others onboard where they might otherwise be uncomfortable.  Getting attacked is no fun, but it comes with the territory of the new.  Creativity is not only exhausting, it’s messy.

I think this is what Roosevelt was getting at, how leaders in any field first dare themselves to expose a new idea, then attempt to explain that idea to others, then prepare themselves to share the bounty in success or accept the blame in failure, as if neither is more likely or important than the other.  The point in finding the courage to advance an untested notion is specifically that, to test it.  If the notion proves of merit than the win is broad, but if not, the win is equally broad because the test has eliminated a dead-end we all can acknowledge and use as a new reference point for further testing.

It is the courage to address the critic, the skeptic, that is so uncommon.  We know it when we see it, but we don’t see it enough.  We are hungry to hear ideas, but too often all we hear is naysaying.  It is much easier to be a critic than an innovator, in that the innovator approaches creativity with self-critique an implicit part of the process, a means, not an end.  The critic whose work begins and ends there offers opinion, even explanation, but if there is no build on the work of the innovator, then what is the value added?

We hear our political candidates bash each other for sport, so much so that we become numb to it.  They are not listening to each other and we are not listening to them so what good is being accomplished by the perpetuating standoff?  When this happens in business, companies are lost.  When it happens in science, we run in place.  When it happens in the arts, our culture becomes stagnant.  Roosevelt looked forward and advised us to fear the downside of not trying more than the downside of coming up short.

The individual who has a story to tell risks all, because the more that story is original, the more it is likely to be rejected.  Think of the powerful corporations who did not believe we would all have our own computers someday, and the few individuals who thought we would and got them to our desktops.  Think of Martin Luther King’s vision for a desegregated America, the resistance against his ideals, and the normalcy today of celebrating diversity.  Think of The Beatles dreaming in those seedy clubs in Hamburg, when much of the music establishment was convinced that guitar bands were on their way out.  Think of the first doctors and medical researchers to propose the notion of a vaccine, how frightening that seemed to so many, and the diseases we would still suffer today were it not for their willingness to persevere.

Not all ideas are good, and not all visionaries are right.  True visionaries know this, and they know that failure will always be part of the package.  As we listen to those around us attempting to tackle the more complex problems of the day, perhaps we would do well to remember that even if an idea proves wrong, the people courageous enough to explore that idea might be doing something right.  Everyone wants to win, but not everyone is brave enough to want to try.  Where we are unable to find that courage in ourselves, let’s not forget to praise it in those who are exposing themselves to critique.

Look for the spark in the brave people around us who worry less about what others say about them, and worry more about overcoming constraints on what can be possible when we appropriately embrace courage.  To be honest, they don’t much care what the crowd thinks, but the crowd has everything to gain by inviting themselves to the party.  We have more challenges facing us today than the Progressive Republican President Roosevelt could have imagined, yet even more paths to triumph through knowledge if the most inspired creative voices are heard.

by - 6 Comments

A Little More, A Little Less

To help bring in the New Year, here is a quick punch list of what I would like to see a little more of and a little less of in 2012.  These are not meant to be far-reaching or prophetic ideals, just small steps we can choose to make concrete in and out of business to “advance the brand” ever so slightly each day.  Please feel free to stretch the list and add your “asks” in the comments section.

For starters…

A little more focus on sustainable job creation with decent paying gigs for those who want to work; a little less badgering of the unemployed who are nobly trying to spring themselves back into action.

A little more attention to world-class customer service that shows true respect for those who pay the bills; a little less maneuvering in the shadows to squeeze unwarranted improvements in margin by taking advantage of customer patience and goodwill with hidden garbage.

A little more good theater onstage; a little less awful theater everywhere else.

A little more listening to creative thinking before blurting out that it won’t work; a little less condemnation of those who are carrying the bag before questioning their character.

A little more pay down of available credit by all borrowers; a little less concern with things we don’t have and might like, but can live without no problem.

A little more conservation of the Earth’s precious and limited resources; a little less right to entitlement via purchase power.

A little more earnings from growth and investment in the enterprise; a little less cap on hiring while stockpiling cash reserves.

A little more commitment to making broad education a national priority; a little less earthquake type each time a professional athlete signs a seven-figure contract.

And then…

A little less spotlight on celebrities and their personal dramas; a little more celebration of everyday unsung heroes who quietly make our world better just doing what they do.

A little less fireworks around award shows for mediocre creative work; a little more visionary creative work worth celebrating.

A little less self-aggrandized noise and plotted invective in media placement; a little more interesting dialogue and engaging discussion in the public square.

A little less “them” where rhetoric is an intentional tactic of divisiveness; a little more “us” where national pride and humility are shared values.

A little less last-minute antics in Congress where critical deadlines loom; a little more thoughtful strategic planning around long-term solutions demanded by voters.

A little less concern around titles and press releases; a little more measurable goal achievement and personal job satisfaction.

A little less built to flip and business as usual; a little more built to last and Think Different.

A little less criticism of people who look, talk, and behave differently from our routine; a little more tolerance of diversity that opens the door to understanding — on that last one, maybe a lot more.

Okay, that’s my zapping of the spark plugs.  What’s yours?

Thank you for welcoming Corporate Intelligence Radio in its first year and all your great comments (private as well as public) in our shared exploration of how to make work matter more.  Together we can make 2012 a turning point.  Why not?