Measuring Democracy: The Journalists-in-Jail Index

In 2005, we have 125 journalists sitting in jail (that we know of).
China, Cuba, Eritrea, and Ethiopia are the world’s leading jailers of journalists in 2005, together accounting for two-thirds of the 125 editors, writers, and photojournalists imprisoned around the world, according to a new analysis by the Committee to Protect Journalists.
The United States, which is holding journalists in detention centers in Iraq and Guantánamo Bay, Cuba, rose to sixth among countries jailing journalists, just behind Uzbekistan and tied with Burma, CPJ found.
Is this a good way to measure democracy?
See the numbers here >>

UK Organic Food And Drink Market Now Worth £1Bn

Sales of organic food and drink have almost doubled to more than £1 billion in just five years, reveals a new report.
The organic market has mushroomed in value by 94 per cent between 2000 and 2005 to reach £1.2 billion this year, say consumer analysts Mintel. And they tip the blossoming organic sector to double in value again in just five years to be worth £2 billion by the year 2010.
Now – with organic products championed by TV chefs including Jamie Oliver and Rick Stein – just one-in-three (29 per cent) of British adults say that they never buy organic, down from some 37 per cent just two years ago.
The research also found that organic goods can no longer be seen as the preserve of affluent “foodies.”
Julie Sloan, Mintel’s senior market analyst, said: “Among those who have bought organic produce in the last 12 months, there is in fact surprisingly little difference between the better off ABs and those in the middle income C1 group.”
Go there to read more >>

The Draw: World Cup 2006

Print this out and stick it in your wallet. My predictions are in bold 🙂
GROUP A
Germany
Costa Rica
Poland
Ecuador
GROUP B
England
Paraguay
Trinidad & Tobago
Sweden
GROUP C
Argentina
Ivory Coast
Serbia & Montenegro
Holland
GROUP D
Mexico
Iran
Angola
Portugal
GROUP E
Italy
Ghana
USA
Czech Republic
GROUP F
Brazil
Croatia
Australia
Japan
GROUP G
France
Switzerland
South Korea
Togo
GROUP H
Spain
Ukraine
Tunisia
Saudi Arabia

Jesus, CEO – The Marketing of Virtue

Virtue is now, packaged, branded and sold.
America’s most successful churches are modelling themselves on businesses, says the Economist.
Is this Peter Drucker’s fault? He was good friends and a strategic advisor to Rick Warren, for example…
Tough decision: join your tennis-&-golf-club OR the church-club…? What would Jesus do?

Most Admired CEOs for 2005

Burson-Marsteller and the Economist Intelligence Unit (EIU) report on the “most admired” CEOs for 2005.
The 2005 CEO Capital™ study asked more than 600 global business influentials in 65 countries to write in which CEO or chairman they admire most in the business world today.
Result? Bill Gates, Microsoft’s chairman and chief software architect, came out as the world’s most admired business leader. The CEO/chairman rankings appear below.
format: Rank CEO/Chairman Company Country
1 Bill Gates Microsoft U.S.
2 Steve Jobs Apple U.S.
3 Warren Buffett Berkshire Hathaway U.S.
4 Michael Dell Dell U.S.
5 Richard Branson Virgin Group U.K.
6 John Browne BP U.K.
7 Carlos Gohsn Nissan Motor & Renault Japan/France
8 N.R. Narayana Murthy Infosys Technologies India
9 Jeffrey Immelt General Electric U.S.
10 Rupert Murdoch News Corporation Australia
11 John Bond HSBC Holdings U.K.
12 John Chambers Cisco Systems U.S.
13 Jorma Ollila Nokia Finland
14 Terry Leahy Tesco U.K.
15 Lakshmi Mittal Mittal Steel Netherlands
Several interesting characteristics about the world’s top 15 most admired leaders surfaced:
1. Despite the predominance of American companies among the top four most admired leaders, more than half (nine of 15 or 60 percent) represent other regions — UK (4), Finland (1), Netherlands (1), Japan/France (1), India (1) and Australia (1).
2. Eight of the top 15 leaders (53 percent) are company founders.
3. All of the global most admired are insider CEOs (CEOs who have been with the same company for three years or more).
4. No female CEOs or chairmen were chosen.
Hmmm… I wonder how many of these CEOs will mess up in 2006? I can’t say I think any of them will. But Gates has the potential to lose big in the next three years.
My vote goes to Ricardo Semler. And keep an eye out for Eric Schmidt!

Eric Schmidt’s 70 Percent Solution

In an interview in Business 2.0, Google’s CEO explains the magic behind Google’s success: 70/20/10.
What is 70/20/10? It’s how they spend their time at Google:
– 70 percent on the CORE BUSINESS (AdSense, AdWords, Google Search)
– 20 percent on RELATED PROJECTS (Froogle, Google Desktop, Google Local, Google News, Google Print, Google Stocks, Google Toolbar, Google Video)
– 10 percent on NEW BUSINESSES (Blogger, Google Mini, Google Movies, Google Reader, Google Talk, Google Wi-Fi, Picasa)
Here’s how Schmidt describes it:
“…how it works for management: We spend 70 percent of our time on core search and ads. We spend 20 percent on adjacent businesses, ones related to the core businesses in some interesting way. Examples of that would be Google News, Google Earth, and Google Local. And then 10 percent of our time should be on things that are truly new. An example there would be the Wi-Fi initiative — which I haven’t kept up with myself. God knows what they’ve done in the last week. I’ve been too busy on core search and ads.”
There are some more interesting things in the article. Read it here >>
For more on the Google R&D process, read my post: Google’s Product Development & Management Process Revealed >>

Prediction for 2006: Outsourcing the Lawyers

The legal profession in the US is about to be turned upside down. With American lawyers costing $300 an hour or more, Indian firms can cut bills by 75%.
Can’t be done? Don’t be sure- we’ve already outsourced our engineers, now it’s time for the lawyers. Like the engineering and construction firms before them, the big law firms will view this as a cost-cutting, “competitive” move.
See this article in the Economist >>
Oh, almost forgot, do you want fries with that?

Japan’s Recovery Lies through China: Knowledge@Wharton

Interesting set of articles in the latest Knowledge@Wharton. I was struck by this one: “One Road to Japan’s Recovery Lies through China.”
Wharton management professor John Paul MacDuffie outlines a Japanese theory that describes two major approaches to product architecture: modular and integral. An example of the modular approach to producing a personal computer would have each component designed and manufactured separately in plants around the world. “The integral approach is when all the individual pieces are designed together with [a high degree] of communication and simultaneous engineering.” He says Japan appears to excel at the more integrated approach, while the United States is more modular.
Following this theory, Japan should concentrate on products that benefit most from an integral approach, including automobiles. “Another example is video games,” says MacDuffie. “Unlike other kinds of software, the development of the story, the visuals and the music all have to be done in an integral fashion to end up with a game where everything works and the experience is also satisfying.”
Another professor – Adrian Tschoegl – concludes that “pretty soon, in the next two generations, most of the good ideas will come out of China and India.”
Read the article here >>

“Golden Rules” at the End of the Year

Business 2.0 does a nice job of executive soundbites:
Surround Yourself With People Smarter Than You
Chris Albrecht, CEO, Home Box Office
George Steinbrenner, owner, New York Yankees
Remember Who You Are, Not What
Brad Anderson, vice chairman and CEO, Best Buy
Make Hiring a Top Priority
Steve Ballmer, CEO, Microsoft
If You Think You Can’t, You’re Right
Carol Bartz, CEO, Autodesk
Make Your Customers Your Sales Force
Marc Benioff, CEO, Salesforce.com
Reinvent Yourself. Repeat.
Alex Bogusky, executive creative director, Crispin Porter & Bogusky
When People Scr*w Up, Give Them a Second Chance
Richard Branson, founder and chairman, Virgin Group
Check With the Wife
Po Bronson, author, The First $20 Million Is Always the Hardest and What Should I Do With My Life?
There Can’t Be Two Yous
Warren Buffett, chairman and CEO, Berkshire Hathaway
The Customer Should Always Be Happy
John Chambers, CEO, Cisco Systems
Don’t Be Interesting — Be Interested
Jim Collins, management consultant; author, Built to Last and Good to Great
He Who Says It, Does It
Simon Cooper, president and COO, Ritz-Carlton
Treat your customers like they own you, because they do.
Mark Cuban, co-founder, HDNet; owner, Dallas Mavericks
and more…

Eric von Hippel: Democratizing Innovation

Eric von Hippel is the Professor of Management and Head of the Innovation and Entrepreneurship Group at MIT’s Sloan School of Management. Here’s a downloadable video of his April 2005 lecture on “Democratizing Innovation.”
What’s it all about? From the description:
“If you have ever come up with a work-around or improvement for a balky product only to find that it performs better than the original, you are not alone. Eric von Hippel proffers multiple examples where an ordinary user, frustrated or even desperate, solves a problem through innovation. His research found innovative users playing with all manner of product: mountain bikes, library IT systems, agricultural irrigation, and scientific instruments. Often, manufacturers keep at arm’s length from these inventions. He describes the Lego company “standing like a deer in headlights” when technologically adept adults discovered they could design their own sophisticated Lego robots. User communities arise, freely communicate with each other, advance ideas and sometimes even “drive the manufacturer out of product design,” according to von Hippel. This widely distributed inventing bug is a good trend, believes von Hippel, because users “tend to make things that are functionally novel.” Not only is it “freeing for individuals” but it also creates a “free commons” of product ideas, parallel to the more restrictive world of intellectual property governed by less creative manufacturers.”
And here’s his downloadable book: Democratizing Innovation >>

Doug Smith on Values – Then and Now

Doug Smith, the author of On Value and Values posted this alarming news on his blog today:
“…two professors at UMass told their local newspaper about a student of theirs who “was visited by federal agents two months ago, after he requested a copy of Mao Tse-Tung’s tome on Communism called “The Little Red Book… The student, who was completing a research paper on … fascism and totalitarianism, filled out a form for the request, leaving his name, address, phone number and Social Security number. He was later visited at his parents’ home in New Bedford by two agents of the Department of Homeland Security.”
Smith contrasts the attitudes of Thomas Jefferson and Ben Franklin with our very own King George. A great post. Read it here >>

What is Yahoo Really Doing?

“You can probably stitch together our plan from the moves we’ve made, the acquisitions we’ve made, the products we’ve put out to market,” says Bradley Horowitz, Yahoo’s senior director of technology development.
That plan: to try and make social search the next stage in the evolution of search engines.
First Yahoo bought photo-sharing site Flickr, and now it has snapped up bookmarking phenomenon Delicious. Why is Yahoo investing so heavily in the social networking stars of Web 2.0? And why team up with Six Apart to offer blog hosting?
“the real point seems to be the building of an innovative culture that can widen Yahoo’s lens.”
Read all about it in the Guardian

Anger and Work

This is not new news. But it still applies.
According to Donald Gibson of Fairfield University and Sigal Barsade of Yale University, one out of four employees is substantially angry at work. Their study “The Experience of Anger at Work: Lessons from the Chronically Angry,” indicates most workers are not so angry that they’re ready to cause the boss physical harm, but they are angry enough to sabotage him.
Why are employees angry at work? The most common cause of anger at work — cited by 11 percent of the survey respondents — was the actions of supervisors or managers.
Here are some “root-causes”:
– Employee was promised a raise, promotion or important project, and it did not happen.
– Employee was told to do something he felt was wrong or incorrect.
– Employee could not live up to a supervisor’s expectations, because the expectations were too high or continuously changing.
– Supervisor was a micromanager and criticized employee frequently.
– Employee felt better qualified and skilled than his supervisor.
– Another employee doing the same job made more money.
Take a few minutes. Take a deep breath. What two or three steps can you take today to make things better around you?

Why Do They Want My Phone Number?

Next time you go to the store and they ask you for your phone number when you’re checking out, just say “NO.”
Here’s an ABC News article to shed some light on the mess we’re in.
“The various data companies are trying to acclimate people to invasions of privacy. It started with the zip code and now it’s moved on to phone numbers,” said Chris Hoofnagle of the Electronic Privacy Information Center in San Francisco. “I’m willing to bet that retailers’ market research is showing a willingness of customers to share the telephone number, and that’s why it’s happening.”
It could open a person up to telemarketing — even if they are on the federal “do not call” registry. According to Hoofnagle, giving a phone number while making a purchase may establish a business relationship, and companies can call individuals on the “do not call” list with whom they have prior business relationships.
Susan McLaughlin, a spokeswoman for Toys R Us Inc., said its stores have asked for phone numbers for several years. She believes most customers have no problem voluntarily giving their numbers at the register — though it’s “no problem at all” if they decline. “It’s so we can send you offers, coupons, et cetera, and we don’t sell it to third parties,” she said. “I’d say the majority of people like getting coupons.”
The ToysRUs people just upset me. Next time they ask for a number, give them: 1-800-869-7787. That’s their “guest” line.
And don’t look to the government for help with privacy. They’re busy spying on you.

Ricardo Semler’s Grupo Semco: The Democratization of Work

Back in November I blogged about one of my early heroes when I first got interested in business- Ricardo Semler. Now I’m happy to see a wonderful article about Semler and his management style in Strategy+Business (S+B).

Grupo Semco, as I mentioned earlier today, is the company that’s had 14 straight years of double-digit growth.

Semler has literally turned our current understanding of management on its head. He has taken the philosophies of Deming (“management is the problem”) and Drucker (“dedicated employees are the key to success of any corporation”) seriously and implemented them in a way that no one dreamed possible.

Drucker’s main thesis, as the Motley Fool opines, was “that workers were no longer interchangeable units of production. Instead, they needed to have some level of independence, which Drucker deemed critical for a company’s growth. He saw employees as “knowledge workers.” Take that to the extreme, and you get Semco.

Here’s what Charles Handy has to say:
“I just wish that more people believed him,” laments Charles Handy, the British management guru and social philosopher. “Admiring though many are, few have tried to copy him. The way he works — letting his employees choose what they do, where and when they do it, and even how they get paid — is too upside-down for most managers. But it certainly seems to work for Ricardo.”

Also from the S+B article:

“Semco’s 3,000 employees set their own work hours and pay levels. Subordinates hire and review their supervisors. Hammocks are scattered about the grounds for afternoon naps, and employees are encouraged to spend Monday morning at the beach if they spent Saturday afternoon at the office. There are no organization charts, no five-year plans, no corporate values statement, no dress code, and no written rules or policy statements beyond a brief “Survival Manual,” in comic-book form, that introduces new hires to Semco’s unusual ways. The employees elect the corporate leadership and initiate most of Semco’s moves into new businesses and out of old ones. Of the 3,000 votes at the company, Ricardo Semler has just one.
“In Mr. Semler’s mind, such self-governance is not some softhearted form of altruism, but rather the best way to build an organization that is flexible and resilient enough to flourish in turbulent times. He argues that this model enabled Semco to survive not only his own near-death experience, but also the gyrations of Brazil’s tortured politics and twisted economy. During his 23-year tenure, the country’s leadership has swung from right-wing dictators to the current left-wing populists, and its economy has spun from rapid growth to deep recession. Brazilian banks have failed and countless companies have collapsed, but Semco lives on.”

I remember an article by Rajat Gupta years ago in which he wrote about the irony of businesses in democratic countries. They were all run as totalitarian regimes! At the time, I thought- surely there must be companies that run on the principles of democracy (tells you how naive I was). Now Ricardo Semler changes the world of business forever.

I tell you, this is not a flash in the pan. Semler has uncovered the secret to sustainable business, and if you read Maverick : The Success Story Behind the World’s Most Unusual Workplace or The Seven-Day Weekend: Changing the Way Work Works you’ll agree that something more spectacular than futbol has emerged from Brasil, er, Brazil.

Read the S+B article here.

Keep your eyes open- eg. Semco does not, repeat not, have an HR department. Note also Semler’s non-profit work and his eco-resort idea.

More fun:

– the Wikipedia entry on Ricardo Semler and Workplace Democracy

– the official Semco Management Model Manifesto:

1. Be a serious and trusted company
2. Value honesty and transparency over momentary interests
3. Search for the balance between long term and short term profit
4. Offer fair prices for our products and services and be the best in the market
5. Provide diversified services to clients, putting our responsibilities before profit
6. Stimulate creativity, prizing people who take risks
7. Incentivize participation, and question decisions imposed from the top down
8. Preserve an informal environment with professionalism and without preconception
9. Maintain safe working conditions and control the industrial process to protect the environment
10. Be humble and recognize mistakes, knowing that there is always room for improvement

– Chapter one from Semler’s book- The Seven-Day Weekend

– ‘Idleness is good’ in the Guardian

Lessons from Semco on Structure, Growth and Change by Wally Bock

– transcript of a CNN interview with Semler

– a somewhat dusty case study from Thunderbird on Semco

Fun quote:
“Semco has no official structure. It has no organizational chart. There’s no business plan or company strategy, no two-year or five-year plan, no goal or mission statement, no long-term budget. The company often does not have a fixed CEO. There are no vice presidents or chief officers for information technology or operations. There are no standards or practices. There’s no human resources department. There are no career plans, no job descriptions or employee contracts. No one approves reports or expense accounts. Supervision or monitoring of workers is rare indeed… Most important, success is not measured only in profit and growth.” – Ricardo Semler

8 Big Ideas for the 21st Century

Coming soon in Ben Hammersley’s new book: “Octet: The Eight Big Ideas You Need to Understand in the 21st Century”
1. Information wants to be free (vs. copyright).
2. Zero distance (vs. borders).
3. Mass amateurisation (vs.censorship).
4. More is much more. (vs. network blocking).
5. True names (vs. identity cards & databases).
6. Viral behaviour (vs. more network blocking).
7. Everything is personal (vs. everything is trackable).
8. Ubiquitous computing (no privacy).
Hat-tip to Hugh at Gapingvoid.com

Sustainability: The Stumbling Block is Culture

From a back issue of Harvard Design Magazine:
Environmental prophets come in four types: the hysterics, who warn of the apocalypse, the assuagers, who adhere to hope, the disclaimers, who see no dire threat, and the fatalists, who see the future as steady, unavoidable, irreversible decline.
The first three types, the hysterics, the assuagers, and the disclaimers, dominate current discourse. Their views make for more effective hype for whatever public media share their political allegiances. The view of the fatalists is least palatable to society in general and the media in particular, which are thriving on a mix of fear and hope. In the absence of the fatalists, all kinds of compromises are considered able to promote sustainability, from the Kyoto Protocol to emissions trading to Smart Growth. Yet even their proponents admit that these measures cannot stop, let alone reverse, global climate change.
The reason for this is as plain as it is simple. The change in global climate is not caused by financial or technological factors alone and will not be solved just through financial or technological solutions. Global climate change results from the realities of Western, post-industrialist, capitalist culture. It is embedded in unsustainable lifestyles.
Also in the same article >>
The five material principles for a sustainable architecture:
1. Build less. Frei Otto wrote: “To build in a sustainable way means not to build at all.”(2) The replacement of existing built fabric cannot be the long-term goal of any society.
2. Everything built should be given as long a life expectancy as possible.
3. Reuse and recycling of material should be maximized.
4. Non-recyclable materials should be not be used in buildings.
5. Anything that is built should be retained, sustained, and maintained.
Read the article by Wilfried Wang.

Sense outta NonSense

Brand structure establishes the shape of how a company and its operating units and brands communicate…

also from Sensepage 9. Did I say it was brilliant?

Ram Shriram: On the Rise of India and China

The “fear of failure” is being replaced by the “urge to succeed” – that’s what Ram Shriram says of the cultural change taking place in both India and China. The focus on math and science is finally paying off in these countries.
Read his Stanford presentation ==> “Perspectives on the rise of India and China”
The US has chosen another road. And we are already paying the price… Here’s what Doug Smith says >>

The German Niceness Subsidy

Andrew Hammel has a great post on “kid-friendly” policy-making in Germany:
The German government showers money and benefits on people who have children. They’re allowed to take a”child-raising vacation” from work (i.e. to reduce their work-week to between 15 and 30 hours, if they choose), they get a per-child bonus called “child-money,” and starting in 2007 there will be a new kind of “parent-money.”
The exact opposite of the US.
Read the full post here.
Doesn’t this tie in neatly to “The ExecutiveTalent Revolt”?

Craig Barrett: Where the Science Nerds At?

“In China engineering accounted for 65% of all science and engineering degrees; in South Korea for 58%; and in Japan for 29%. In the U.S. that figure is less than 5%.”
That’s Craig Barrett talking about the dearth of students signing up for scientific degrees in BusinessWeek.
He goes on:
“While the number of jobs requiring technical skills is increasing, fewer American students are entering — and graduating from — degree programs in science, math, and engineering.
Why does this matter? Science and technology are the engines of economic growth and national security in the U.S., and we are no longer producing enough qualified graduates to keep up with the demand. ”
Intel spends $100 million a year on education programs- to create a deeper pool of qualified talent at home. Is it working?
I wonder how much Microsoft is spending… or Exxon-Mobil?
And when they spend the money, how do they measure performance?
Read the article >>
I posted on this earlier: Have We Given Up on Science?

Edge View: John Hagel’s Visit to Dubai

“Why should business executives care about what is happening in the container port business in Dubai? It provides insight into much more fundamental trends that are re-shaping our global economy at an awesome pace. It shows that countries and companies on the edge have an opportunity to become significant global players by understanding and harnessing the forces at work. It also drives home that our most well-known and well-established companies, even those granted royal charters in 1840, are vulnerable to these same changes and can succumb quickly to the initiatives of more aggressive competitors, even those just formed in 1999.”
read John Hagel’s post here >>

The Legislators of Mankind?

2005 Harold Pinter
2004 Elfriede Jelinek
2003 J.M. Coetzee
2002 Imre Kertész
2001 V.S. Naipaul
2000 Gao Xingjian
1999 Günter Grass
1998 José Saramago
1997 Dario Fo
1996 Wislawa Szymborska
1995 Seamus Heaney
1994 Kenzaburo Oe
1993 Toni Morrison
1992 Derek Walcott
1991 Nadine Gordimer
1990 Octavio Paz
1989 Camilo José Cela
1988 Naguib Mahfouz
1987 Joseph Brodsky
1986 Wole Soyinka
1985 Claude Simon
1984 Jaroslav Seifert
1983 William Golding
1982 Gabriel García Márquez
1981 Elias Canetti
1980 Czeslaw Milosz
1979 Odysseus Elytis
1978 Isaac Bashevis Singer
1977 Vicente Aleixandre
1976 Saul Bellow
1975 Eugenio Montale
1974 Eyvind Johnson, Harry Martinson
1973 Patrick White
1972 Heinrich Böll
1971 Pablo Neruda
1970 Alexandr Solzhenitsyn
1969 Samuel Beckett
1968 Yasunari Kawabata
1967 Miguel Angel Asturias
1966 Samuel Agnon, Nelly Sachs
1965 Mikhail Sholokhov
1964 Jean-Paul Sartre
1963 Giorgos Seferis
1962 John Steinbeck
1961 Ivo Andric
1960 Saint-John Perse
1959 Salvatore Quasimodo
1958 Boris Pasternak
1957 Albert Camus
1956 Juan Ramón Jiménez
1955 Halldór Laxness
1954 Ernest Hemingway
1953 Winston Churchill
1952 François Mauriac
1951 Pär Lagerkvist
1950 Bertrand Russell
1949 William Faulkner
1948 T.S. Eliot
1947 André Gide
1946 Hermann Hesse
1945 Gabriela Mistral
1944 Johannes V. Jensen
1943 The prize money was with 1/3 allocated to the Main Fund and with 2/3 to the Special Fund of this prize section
1942 The prize money was with 1/3 allocated to the Main Fund and with 2/3 to the Special Fund of this prize section
1941 The prize money was with 1/3 allocated to the Main Fund and with 2/3 to the Special Fund of this prize section
1940 The prize money was with 1/3 allocated to the Main Fund and with 2/3 to the Special Fund of this prize section
1939 Frans Eemil Sillanpää
1938 Pearl Buck
1937 Roger Martin du Gard
1936 Eugene O’Neill
1935 The prize money was with 1/3 allocated to the Main Fund and with 2/3 to the Special Fund of this prize section
1934 Luigi Pirandello
1933 Ivan Bunin
1932 John Galsworthy
1931 Erik Axel Karlfeldt
1930 Sinclair Lewis
1929 Thomas Mann
1928 Sigrid Undset
1927 Henri Bergson
1926 Grazia Deledda
1925 George Bernard Shaw
1924 Wladyslaw Reymont
1923 William Butler Yeats
1922 Jacinto Benavente
1921 Anatole France
1920 Knut Hamsun
1919 Carl Spitteler
1918 The prize money was allocated to the Special Fund of this prize section
1917 Karl Gjellerup, Henrik Pontoppidan
1916 Verner von Heidenstam
1915 Romain Rolland
1914 The prize money was allocated to the Special Fund of this prize section
1913 Rabindranath Tagore
1912 Gerhart Hauptmann
1911 Maurice Maeterlinck
1910 Paul Heyse
1909 Selma Lagerlöf
1908 Rudolf Eucken
1907 Rudyard Kipling
1906 Giosuè Carducci
1905 Henryk Sienkiewicz
1904 Frédéric Mistral, José Echegaray
1903 Bjørnstjerne Bjørnson
1902 Theodor Mommsen
1901 Sully Prudhomme

Harold Pinter’s Nobel Lecture: The Pen Against the Sword

From Harold Pinter – Nobel Lecture
Art, Truth & Politics

© THE NOBEL FOUNDATION 2005
In 1958 I wrote the following:
‘There are no hard distinctions between what is real and what is unreal, nor between what is true and what is false. A thing is not necessarily either true or false; it can be both true and false.’
I believe that these assertions still make sense and do still apply to the exploration of reality through art. So as a writer I stand by them but as a citizen I cannot. As a citizen I must ask: What is true? What is false?
Truth in drama is forever elusive. You never quite find it but the search for it is compulsive. The search is clearly what drives the endeavour. The search is your task. More often than not you stumble upon the truth in the dark, colliding with it or just glimpsing an image or a shape which seems to correspond to the truth, often without realising that you have done so. But the real truth is that there never is any such thing as one truth to be found in dramatic art. There are many. These truths challenge each other, recoil from each other, reflect each other, ignore each other, tease each other, are blind to each other. Sometimes you feel you have the truth of a moment in your hand, then it slips through your fingers and is lost.
I have often been asked how my plays come about. I cannot say. Nor can I ever sum up my plays, except to say that this is what happened. That is what they said. That is what they did.
…….
I have said earlier that the United States is now totally frank about putting its cards on the table. That is the case. Its official declared policy is now defined as ‘full spectrum dominance’. That is not my term, it is theirs. ‘Full spectrum dominance’ means control of land, sea, air and space and all attendant resources.
The United States now occupies 702 military installations throughout the world in 132 countries, with the honourable exception of Sweden, of course. We don’t quite know how they got there but they are there all right.
The United States possesses 8,000 active and operational nuclear warheads. Two thousand are on hair trigger alert, ready to be launched with 15 minutes warning. It is developing new systems of nuclear force, known as bunker busters. The British, ever cooperative, are intending to replace their own nuclear missile, Trident. Who, I wonder, are they aiming at? Osama bin Laden? You? Me? Joe Dokes? China? Paris? Who knows? What we do know is that this infantile insanity – the possession and threatened use of nuclear weapons – is at the heart of present American political philosophy. We must remind ourselves that the United States is on a permanent military footing and shows no sign of relaxing it.
Many thousands, if not millions, of people in the United States itself are demonstrably sickened, shamed and angered by their government’s actions, but as things stand they are not a coherent political force – yet. But the anxiety, uncertainty and fear which we can see growing daily in the United States is unlikely to diminish.
I know that President Bush has many extremely competent speech writers but I would like to volunteer for the job myself. I propose the following short address which he can make on television to the nation. I see him grave, hair carefully combed, serious, winning, sincere, often beguiling, sometimes employing a wry smile, curiously attractive, a man’s man.
‘God is good. God is great. God is good. My God is good. Bin Laden’s God is bad. His is a bad God. Saddam’s God was bad, except he didn’t have one. He was a barbarian. We are not barbarians. We don’t chop people’s heads off. We believe in freedom. So does God. I am not a barbarian. I am the democratically elected leader of a freedom-loving democracy. We are a compassionate society. We give compassionate electrocution and compassionate lethal injection. We are a great nation. I am not a dictator. He is. I am not a barbarian. He is. And he is. They all are. I possess moral authority. You see this fist? This is my moral authority. And don’t you forget it.’
A writer’s life is a highly vulnerable, almost naked activity. We don’t have to weep about that. The writer makes his choice and is stuck with it. But it is true to say that you are open to all the winds, some of them icy indeed. You are out on your own, out on a limb. You find no shelter, no protection – unless you lie – in which case of course you have constructed your own protection and, it could be argued, become a politician.
I have referred to death quite a few times this evening. I shall now quote a poem of my own called ‘Death’.
Where was the dead body found?
Who found the dead body?
Was the dead body dead when found?
How was the dead body found?
Who was the dead body?
Who was the father or daughter or brother
Or uncle or sister or mother or son
Of the dead and abandoned body?
Was the body dead when abandoned?
Was the body abandoned?
By whom had it been abandoned?
Was the dead body naked or dressed for a journey?
What made you declare the dead body dead?
Did you declare the dead body dead?
How well did you know the dead body?
How did you know the dead body was dead?
Did you wash the dead body
Did you close both its eyes
Did you bury the body
Did you leave it abandoned
Did you kiss the dead body
When we look into a mirror we think the image that confronts us is accurate. But move a millimetre and the image changes. We are actually looking at a never-ending range of reflections. But sometimes a writer has to smash the mirror – for it is on the other side of that mirror that the truth stares at us.
I believe that despite the enormous odds which exist, unflinching, unswerving, fierce intellectual determination, as citizens, to define the real truth of our lives and our societies is a crucial obligation which devolves upon us all. It is in fact mandatory.
If such a determination is not embodied in our political vision we have no hope of restoring what is so nearly lost to us – the dignity of man.

Read the whole thing and weep.

The ExecutiveTalent Revolt

From a great article in Forbes:
It’s a lesson corporate America needs to learn before an entire generation of senior talent melts down or decides to stay home. The 60-hour weeks once thought to be the path to glory are now practically considered part-time. Spouses, kids, friends, prayer, sleep—time for things critical to human flourishing is being squeezed by longer hours at the top. Says Bill George, a self-described 60-hour man who ran medical-device leader Medtronic for a decade and who now serves on the boards of Goldman Sachs, ExxonMobil, and Novartis: “It didn’t use to be this intense. It got much worse starting 15 years ago, when we went to this 80-hour week.” Top executives are increasingly strung out, he and others say. Service firms in consulting, law, and investment banking have built 80-hour weeks into their businesses. If it keeps up, the toll could make itself felt not only on companies but on the nation, eroding productivity growth in an era when global competition has never been more intense.
Indeed, dozens of interviews with top executives, consultants, and researchers suggest that a revolt of talent is brewing, and that it’s time to reenergize the stale “work-life” debate by starting at the top.
What will it take to make headway on this agenda? Business leaders need to do four things. First, quit defining the desire for doable jobs as a “women’s issue.” Men want this too. Second, start viewing efforts to humanize senior jobs as a competitive advantage and business necessity, not as one-time accommodations for the CEOs’ pets. Third, realize that progress is actually possible; there are examples to show that work at the top can be retooled. Finally, make it safe within companies and firms to talk about these things. “Businesses need to be 24/7,” says Xerox CEO Anne Mulcahy. “Individuals don’t.”

Note:
Consider some facts. While every red-blooded American knows that the U.S. has the most productive economy in the world, the truth is that in 2002 it was actually less productive per hour worked than countries that are supposed to be slackers: Belgium, France, Germany, Norway, and the Netherlands. True, the U.S. had more output per person, but that’s only because a bigger share of Americans worked, and many Americans work longer hours.
Read this remarkable article here >>

Innovation: inversely proportional to size of budget


BAH gives us a “special report” on innovation by Barry Jaruzelski, Kevin Dehoff, and Rakesh Bordia: “Money Isn’t Everything.”
“The myth that higher R&D spend translates into competitive advantage has been around for decades, but it appears to be particularly strong now. Pick up any business magazine or newspaper. You’ll find ample evidence of the belief in the effectiveness of larger budgets, for both corporate and national competitiveness:
“U.S. spending on R&D will also have to increase if the country wants to remain technologically dominant.” —Fortune, July 2005
“We need at NEC to increase our R&D spending by as much as 50 percent to keep ahead of the competition.” —NEC Corporation (#41 on the list of 1000) senior vice president, quoted in The Age, July 2005
“The European Commission will today appeal to E.U. countries to increase spending on research and development, or face being out-paced by competitors such as China.” —Financial Times, July 2005
“[Yahoo] spends as heavily on product development and R&D as Google and Microsoft…falling behind in this arms race would spell big trouble.” —Fortune, August 2005

The results of the recent study of the Booz Allen Hamilton Global Innovation 1000 — the 1,000 publicly held companies from around the world that spent the most on research and development in 2004 — may provoke a crisis of faith. The study, which may be the most comprehensive effort to date to assess the influence of R&D on corporate performance, suggests that nonmonetary factors may be the most important drivers of a company’s return on innovation investment.
The major findings:
Money doesn’t buy results. There is no relationship between R&D spending and the primary measures of economic or corporate success, such as growth, enterprise profitability, and shareholder return.
Size matters. Scale leads to advantage. Larger organizations can spend a smaller proportion of revenue on R&D than can smaller organizations, and take no discernible performance hit.
You can be too rich or too thin. Spending more does not necessarily help, but spending too little will hurt.
There isn’t clarity on how much is enough. Instead of clustering into any coherent pattern, R&D budget levels vary substantially, even within industries. This suggests that no single approach to spending money on innovation development is universally recognized as the most effective strategy.
It’s the process, not the pocketbook. Superior results, in most cases, seem to be a function of the quality of an organization’s innovation process — the bets it makes and how it pursues them — rather than the magnitude of its innovation spending.
Collaboration is key. The link between spending and performance tends to be strongest in those areas most under the control of the R&D silo, such as product design, and weakest in those areas where cross-functional collaboration is most difficult, such as commercialization.
Meanwhile, the big boys keep flushing their money down the toilet:

Read the full report. Take notes. Forward it to your CEO.
see my post: “Have We Given Up on Science?”

Fantasy News: The Great Uncyclopedia

Meaning. Meaningful. Meaningless. The news is fiction. Lies are truth. What happens when the news becomes “magical realism”? The largest post-modern mashup of thought and ideas: the Uncyclopedia.
a few samples:
The How-To section [ see subsection: How to Make Up Quotes ]
Attack of the 500 foot Jesus
United States of America
Bill Gates
What’s scary is that the Uncyclopedia reminds me of the “new and improved” Nightline, now that Ted Koppel is gone. Koppel- can you believe how they’ve destroyed your show in so short a time? The work of decades destroyed in days.
“Ignorance is Strength!” see UnNews
“I get better news coverage watching Entertainment Tonight” – Oscar Wilde

Worst Practices in Business Blogging

“The days are over when a business could market a crappy product or treat their customers like marks and assume that the worst that would happen is that they get a few angry letters they could then just dump in the round file.”
So says David Kline in this post “Don’t Mess With the Blogosphere!”
Also: “How many more battered and bloody companies will have to litter the corporate landscape before business wakes up to the new, customer-empowered marketplace we’re living in?”
Good question, David.

Patrick Dixon: Tribal Elders Take Over the Future?

Patrick Dixon warns businesses (and governments) about the socio-demographic changes just around the corner:
“Your company may have a reputation for brilliant leadership, outstanding innovation, clever branding and effective change management, but the business could fail if the world changes and you are unprepared.
“Many debates about the future are about timing, such as the uptake of technology. But the future is also about emotion. Reactions to events such as bird flu are often more important than the events themselves.
Read Dixon’s FT column: “Wake up to stronger tribes and longer life.” See the great little sidebar on futurology.

The 80-20 Rule Online: 18% of Shoppers do 46% of Buying

Nielsen//NetRatings reports that nearly a fifth of the online buying population, or 18 percent, accounts for nearly half, or 46 percent, of total online spending. These buyers, dubbed “Most Valuable Purchasers” (MVPs) by Nielsen//NetRatings, spend more dollars online and make more purchases on the Internet than the rest of the online buying population.
The Nielsen//NetRatings MegaPanel online retail study segmented online shoppers into four categories based on the amount of their online spending (low or high) and their frequency of purchases (low or high). The MVPs, shoppers who spent the most money online and made the largest number of purchases, comprised 18 percent of the online buyers, driving 46 percent of total online spending. In comparison, those spending the fewest dollars online and making the fewest purchases made up the majority, or 55 percent, of online buyers; this group accounted for 21 percent of online purchases.
MVPs are heavy users of comparison shopping tools as compared to other online buying segments. In addition, they skew towards a higher household income, are more likely to be connected via a broadband connection, and are heavier Internet users in both overall time spent online and time spent on retail Web sites.
Takeaway: E-tailers should focus on building extraordinary online experiences for their MVPs. Also their demand generation tactics should target the MVP crowd.
Read the press release for details >>

What Would the Lord Sell?

The Economist says it all: “Onward, Christian shoppers
“The reason for corporate America’s new-found interest in religion is simple: the market is booming. Packaged Facts, a market-research company, estimates that the “religious products” market was worth $8.6 billion in 2003 and will grow to $8.6 billion in 2008. Christian radio has seen its market share expand from 2.2% in 1999 to 5.5% today. The Association of American Publishers reports that the market for religious books grew by 37% in 2003. The definition of religious books is vague—but religious publishing is undoubtedly growing much faster than the industry as a whole.”
Moneylenders in the temple?

The Globalization Index: How Global is Your Country?


The Global Top 20
1. Singapore
2. Ireland
3. Switzerland
4. United States
5. Netherlands
6. Canada
7. Denmark
8. Sweden
9. Austria
10. Finland
11. New Zealand
12. United Kingdom
13. Australia
14. Norway
15. Czech Republic
16. Croatia
17. Israel
18. France
19. Malaysia
20. Slovenia
The A.T. Kearney/FOREIGN POLICY Globalization Index™ explores the relationships between a country’s global integration and its levels of public education spending, political freedom, perceived corruption, and susceptibility to terrorism. The results show that:
– On average, more globally integrated countries spend more on public education. This relationship was particularly strong in developing countries.
– Citizens of globally integrated countries also enjoy greater political rights and civil liberties. And globalization may keep politicians honest, as the adoption of higher international standards for transparency tends to discourage corruption and increase government efficiency.
– Opening a country’s borders alone does not make the country more vulnerable to terrorism. Little correlation was found between a country’s level of global integration and the number of significant terrorist attacks on its soil.
Sounds to me like the US is going backwards not forwards in this area. Funny- we’re global when it comes to military incursions and insular when it comes to business.
The study finds that the United States rose on the strength of its growth in Internet hosts and secure servers, which are enabling factors for continued technological integration. But it was much less open in the economic realm, lagging behind in trade and foreign direct investment (FDI), due in part to a large and vibrant domestic market.
Another finding: in political and diplomatic terms the United States ranked 57th of the 62 ranked countries when it comes to signing international treaties.
About the Index: The A.T. Kearney/FOREIGN POLICY Magazine Globalization Index ranks 62 countries representing 85 percent of the world’s population, based on 12 variables grouped in four categories: economic integration, personal contact, technological connectivity, and political engagement.
How it Works: The index quantifies economic integration by combining data on trade and foreign direct investment. Technological connectedness is gauged by counting Internet users, Internet hosts, and secure servers. Political engagement is assessed by taking stock of the number of selected international organizations and the number of selected international treaties that each country signs, as well as each country’s financial and personnel contributions to U.N. peacekeeping missions and levels of governmental transfers. Personal contact is charted by looking at a country’s international travel and tourism, international telephone traffic and cross-border transfers, including remittances.
FREE FOOD: Download the report here. Get the detailed data here.

How Sick is Your Company?

Is your company Passive-Aggressive, Fits-and-Starts, Outgrown, Overmanaged, Just-in-Time, Military Precision, or Resilient? These are the fun categories that make up your organization’s DNA, according to the folks at BAH.
Read the HBR article: The Passive-Aggressive Organization by Gary L. Neilson, Bruce A. Pasternack, and Karen E. Van Nuys.
“Healthy companies are hard to mistake. Their managers have access to good, timely information, the authority to make informed decisions, and the incentives to make them on behalf of the organization, which promptly and capably carries them out. A good term for the healthiest of such organizations is “resilient,” since they can react nimbly to challenges and recover quickly from those they cannot dodge. Unfortunately, most companies are not resilient. In fact, fewer than one in five of the approximately 30,000 individuals who responded to a global online survey Booz Allen Hamilton conducted describe their organizations that way. The largest number—over one-quarter—say they suffer from the cluster of pathologies we place under the label “passive-aggressive.’’ The category takes its name from the organization’s quiet but tenacious resistance, in every way but openly, to corporate directives.
“In passive-aggressive organizations, people pay those directives lip service, putting in only enough effort to appear compliant.”
I used to work for someone like that once. Her strategy was to say yes and do nothing. The result? Nothing happened. Everything I accomplished happened despite of my boss, not because of her. I also knew an entire IT department at a Fortune 500 company that behaved the same way. The modus operandi was: “What can we NOT do today?”

Wait. There’s more.
Here’s a full report on the research – “A Global Check-Up: Diagnosing the Health of Today’s Organizations”

Tom Davenport on Personal Knowledge Management

Says TD: “Most interventions to improve performance in business are at the organizational or process level, but it doesn’t have to be that way. We can also improve individual capabilities. Ultimately, knowledge worker performance comes down to the behaviors of individual knowledge workers. If we improve their individual abilities to create, acquire, process and use knowledge, we are likely to improve the performance of the processes they work on, and the organizations they work for.”
Right on! Read this insightful post on Tom Davenport’s blog- BabsonKnowledge.org.