Archive | June, 2010

The Dark Comedy — The REORG

29 Jun

A few months back I was catching up with a colleague of mine and we got talking about corporate reorganizations (reorgs).  Now both of us have professional backgrounds with information and technology companies, living through the painful but sometimes fun Wild West like activities that went along with transitioning the information and media industry from a paper industry to existing online and interactive one.

After a few Boddington’s and a bucket of laughs later we got rolling and came up with our version of a Sitcom – The Reorg. The Reorg was a conceptual idea that would be a knock-off of the current hit show – The Office.  The Reorg would take place in a large corporation where every 3 months a new organizational structure would come out, with new senior leadership, new strategies and reallocated capital expenditures. The gist of the show would be that reorg’s do not work but rather negatively impact an organization, destroy morale and sometimes destroy lives.  I theoretically cast the show with Kelsey Grammer as CEO, Michael Richards (Kramer) as head of strategy and Penny Marshall as Head of Human Resources.  The show was a dark comedy satire, yet with real world issues that come from actual reorgs.  A scary – yet funny show.

Sure we had fun with this idea and I am sure someone can make millions of dollars casting the show but the reality of the situation is that reorg’s seldom work and more often than not hurt the organization performing the reorganization.  Do not take it from me but rather from Harvard Business Review.  In the June 2010 issue of HBR, “The Decision Driven Organization” Michael Mankins argues that reorg’s although are usually approached with the right intent seldom create the intended results.

At the core of Mankins argument is the idea that reorg’s are typically structured around an organizational chart, alignments moving up to the CEO.  They typically are structured by an incoming manager / CEO who tries to put his/her best employees in the important boxes.  Again the intent is right but the outcome is not.

Makins argues that rather than fixing problems with shuffling of the seats the company should first understand where the decision problems lie. This is where I found Mankins ideas genius.  At the core of Mankins hypothesis is that companies fail or lose competitiveness because they are not making decisions fast enough and because of this are losing to competition.  Mankins proposes that CEO’s of flailing companies should first figure out what decisions need to be made faster and design a structure around it.  Perhaps a reorg is not needed at all and just some policies, accountability and transparency are needed to push the company to the next level.

I think Mankins highlights some interesting ideas in his article and one’s that should be heeded by CEO’s before they embark upon a costly, timely and almost never successful reorganization.

Shareholder value is not created by moving around boxes, but rather by executing on predefined strategies and if this can be accomplished without reorganizations than by all means try it first.

Do You See the Gorilla?

24 Jun

Yesterday, Paul B. Farrell, columnist for Marketwatch.com wrote a rather scathing commentary about the American people – “Wall Street’s Invisible Gorilla is killing America’s soul”.

Although I do not know Paul Farrell personally so I cannot tell for sure but I think Paul was trying to communicate a dark comedic message to the American people.  Now let me be the first to admit that I like dark comedy and satire because underlying the comedic message is typically something real, something that when reflected upon makes us question ourselves, our culture and the innermost important aspects of our life.  Unfortunately after reflecting upon Paul’s message, I concluded that his commentary was not dark comedy at all but rather a rallying cry for the American populist.

Paul argues that Americans are arrogant and stupid.  To support his argument, Paul references first the Lake Wobegon Effect, a stand in title for what psychologists refer to as the superiority bias. At its core, superiority bias or the Lake Wobegon Effect states that people overestimate their positive qualities and take too lightly their negative ones.  Referring to some statistics, he makes the claim that Americans believe they are stronger, better looking and smarter than others.  Who are the others?  Although I cannot tell for sure as he does not say but it seems as though Paul is comparing Americans with citizens of other countries.

Second, Paul argues that American’s are blind to the really big, important things in society, yet myopically focused on the items seemingly important to them.  Using the Invisible Gorilla test as reference, he makes the claim that American’s have selective attention.  (For anyone who has not tried the Invisible Gorilla test you should – it is rather fascinating experiment in understanding the way our brains work. http://www.invisiblegorilla.com)

Paul references eight observations to support his claim that Americans have a superiority bias.  Paul states,

“All Wall Street bankers are worth 100 times any Main Street investor; All Corporate American CEOs deserve to make 400 times their workers; All children of all Forbes 400 billionaires deserve to inherit tax-free; All lobbyists deserve millions when winning billions for special interests, All taxpayers should pay for catastrophic mistakes of Wall Street Fat Cats, All rich hedge fund managers deserve to be taxed at capital gains rates, All senators deserve to become millionaire lobbyists when they retire, And Goldman Sachs CEO Lloyd Blankfein deserves a $100 million bonus”.

Regarding his second claim, Paul argues that American’s are not seeing the large Gorilla in the room – which he seems to be implying, is greed and incompetence.  Without a doubt, part of Paul’s message is concerning the “all too-greedy-to-fail-fatheads” (aka Bankers) as he calls them but it also appears as though he is making a broader judgment about business and society. He makes references to the incompetence of Alan Greenspan, Henry Paulson and even the ideology of Reaganomics in general.  While not stating it directly, Paul is condemning the idea of free-market economics.

Using the mortgage meltdown as his crutch, he is making the claim that Americans are stupid to allow income disparity between executives and non-executives, bank bailouts, incompetence in the government and to allow for risk taking at banks.

I will address a few of Paul’s comments. First, American’s are not stupid. Sure, American citizens like citizens of other countries have a superiority bias. This is empirical.  Interestingly, in the commentary Paul makes note that Canadians have a greater bias than Americans.  What about the Germans or the French?  Can you imagine the French’s perception of their strengths and weaknesses?

I must also add that sometimes superiority bias is a good thing.  Do you think that Sergey Brin, CEO of Google or Steve Jobs, CEO of Apple think that they are average?  What about Bill Gates, Larry Ellison, Mark Zuckerberg and many of the other risk takers who are making America great?  What about Henry Ford and John D. Rockefeller, do you think they sat home and doubted their abilities?  Hogwash!  Perhaps not vocal about it but I would bet that they are egotistical maniacs who think that their next widget is the best thing since eyeglasses.   Oh, by the way, the American, Ben Franklin is credited with the discovery of eyeglasses.

Rather than refer to Americans as stupid, I think perhaps a better term is “risk taker”.

I think Paul’s comment that Americans are missing the Gorilla in the room deserves some merit.  According to Paul, over the past three years Americans have been fleeced by business people, by bankers and by politicians.  I agree that Americans has been fleeced and that business people, bankers and politicians have aided in this fleecing but I think the problem goes much deeper than this.  The Gorilla in the room seems to be the ineffective, egalitarian policies that were put in place during the Great Depression.  Here are two examples among many:

Both GM and Chrysler were bailed out by taxpayers.  Who benefited in that bailout?  Was it the bankers, was it the politicians?  Probably a bit both but the main beneficiaries were the line worker and the UAW union.  Unions may have started out with the right intentions, to protect the working class but over the last 75+ years they have become nothing but a quasi-government authority overseeing the tenure of the auto worker.  Most American union autoworkers are paid substantially more than American non-union workers. If auto manufacturers want to survive then only one of three things can happen.  These manufacturers can create the best and most innovative cars which will command higher prices to support the higher union salary or they can become extremely efficient in building such cars and gaining economies of scale.  The problem with the second option is the fact that higher salaries for union-workers do not aid in a low cost, efficient production function.  Underlying both of these options is the idea that unions support tenure like careers, allowing the less innovative and less diligent workers to remain in a job for many years, yet pushing the young, aggressive, risk taker to a non-union company. If this is true, union companies will typically have less talent and higher cost structures than their non-union competitors.  If this is the case, than both options discussed are impossible.  That leaves option three which is to be relegated to sub optimality at best and a tax payer supported bankrupt company at worst..  So, what value did unions bring to the United States since the Great Depression?  The answer – NONE

Fannie Mae was bailed out.  Although with good intentions, Fannie Mae was created during the Great Depression to provide liquidity so that banks would make loans that they otherwise would not make. The intent was to ensure that mortgages were being granted to lower income, racially diverse neighborhoods.  In a dark comedic sense, Fannie Mae executed to well on its charter creating over time an entity that provided liquidity to almost all mortgage originating banks in the United States, servicing all types of people and geographies. What did this do?  Well, for starters it created a moral problem.  When banks realized they could sell their originating mortgages to Fannie Mae and get a sales fee, yet at the same time almost never run out of money and incur little to no risk they jumped into the mortgage market.  Similarly, Fannie Mae sold these loans to institutional investors.  A nice invention was created.  The problem with this invention is that risk was removed from the relationship between Fannie Mae and the originators and the risk was transferred, unbeknown to most, to the taxpayer. Ohh, by the way, the liquidity that Fannie Mae provided to the mortgage market has been creating fictitious demand in the marketplace for homes, which created the bubble that burst and left a substantial portion of the United States with homes that are now under-water.  What value did Fannie Mae bring to the United States since the Great Depression?  The answer – NONE.

What is interesting about the examples above are that they started from the populist ideologies of the 1930’s. In mid-1930, like today, the Gorilla in the room (Paul’s Gorilla) were the big, bad businesses and their immoralist bankers.  Silly as though this may sound, the bankers and businesses had almost little to do with the Crash of 1929 and the ensuing Depression.  Although the causes of the Great Depression are debatable amongst economists and politicians, most would argue that it was caused by irrationality and stupidity, the same things which Paul claims are killing America today.  Unfortunately in the 1930’s, the stupidity was not risk taking but rather risk avoidance.  The Great Depression arguably was triggered by the run on the banks and irrational panic of the investors.

The recent crisis, although it has a bank component to it, was not created by bankers, but rather was a slow amalgamation of stupid organizations and policies that were invented by the populist ideological machines that came out of the Great Depression.  If it was not for Fannie Mae, the entire idea of Securitization would probably not be around and perhaps the current crisis would not be here. Second, without unions, perhaps our American auto industry would still be innovative and competitive.  I think if there is a Gorilla in the room that we are not seeing, perhaps that Gorilla is the populist rhetoric, government institutions that create moral hazards, unions that are not needed and dare I say people of the socialist ilk.

If we want to be successful in the United States, we need to embrace free-markets and all of the painful things that go along with it.  This includes letting institutions fail when they deserve to, paying people for success, and encouraging entrepreneurship and the idea of the risk taker, despite that the fact that he or she may be an arrogant, smug American! 

As Americans, let’s get back to prudent risk taking, where we benefit when we are successful and we fail when we are miserable.  Let’s remove government programs and institutions that create risk/reward misalignments and moral hazards.  If the Great Depression taught us one thing it is that government programs and interventionist policies only hurt us in the long run.

The Parable of the Two Beggars

17 Jun

Last evening while sitting at a traffic light in a rather unattractive neighborhood, I took note of two people, each with their cup, asking the passerby’s to donate them some money.  Now what interested me to write this post were not the people, although they were interesting unto themselves, but rather the perceived agreement between the two of them.

It seems as though both of these people agreed to the lane they were going to service.  The woman had the two left lanes and the man had the two right lanes.  Interestingly though, the left lanes navigated the drivers into a rather impoverished neighborhood.  The two right lanes navigated the drivers to a rather wealthy neighborhood that stood just beyond the bridge ahead.

What I noticed in this situation were that the two right lanes were providing substantially more income to the gentleman, opposed to the woman who was servicing the two left lanes.  Now I am sure there are substantial sociological and psychological reasons for this – but I will spare you the intellectual banter.

In a very pedantic sense, it seemed as though the gentleman knew his market and where it was going and positioned himself in a way to ensure that he benefited the most from it.  Based upon my very short observation, I would guess that he made 5 times more than the woman did.

In addition to the right positioning, it seems as though the gentleman servicing the two right lanes also knew his marketing pitch rather well.  He told the same story every time and he did it in a less than 10 seconds.  “Hello sir/madam, my name is….can you help….it will greatly….thank you and God Bless”.

Same story every time….in the same location…with the best chance of success.

So how does this relate to financial technology companies or technology companies more broadly speaking?

It is probably not news to you, but technology companies tend to speak a different language, filled with words and jargon unknown to people outside of the industry and sometimes not known by people in the industry.  This type of jargon tends to permeate the entire marketing function within some of these technology companies.  The website, mailers, online communications, sales pitches all include this type of jargon.

Like the man servicing the two right lanes, marketing professionals within technology companies need to pay more attention to ensure that their message is crystal clear and can be consumed by all.  If you want to sell your technology to the IT staff only, then you should not worry about this.  However, if you want to sell upstream to the non-tech staff and engage the CEO, COO and other non-tech decision makers, do yourself a favor and streamline your message.

The second point of this post relates to your choice of lanes.  Many technology companies, particularly the start-up entrepreneurial one’s tend to jump between lanes, rather than taking the time focusing on the lane that will bring the most revenue.  From what I have seen working with small startups and mid-market technology companies is that not enough time is spent analyzing the lane.  Understand your market, understand what your competitors are doing and really understand the trends and where the road is headed.

A technology company that seems to have picked the right lane and has mastered their message is Salesforce.com.  Now I remember Salesforce when they were a startup and I know of them today.  Sure, the company has changed; it has become a behemoth of a company but it has remained consistent to its core message and has ensured that it does not deviate from its path.  They have many solutions with complicated technology, yet their marketing message is rather clear, “We are the enterprise cloud computing company”.  Rather straightforward and simple.

Do yourself a favor – DO NOT GET STUCK IN THE LEFT LANE!

There Is No Value In Yep

16 Jun

Most recently I have become overly sensitive to the manner in which customer service professionals communicate with their customers.  I am defining customer service professionals as those who interact with clients in any capacity, albeit over the phone, in person, the virtual world via email, blogs, social networking, webcasts, etc… This can be sales and marketing folks, technical support, training groups and the like.

I think my heightened sensitivity in this area started most recently when I entered and exited a new club that I joined.  I remember the first day the club opened and I said “Good Morning” to the nice girl working the front desk.  I looked at her name tag and noticed her name was Mary.  She took my card without acknowledging my presence and said “Sorry, the air conditioning is not working today”.  Not thinking about it at the time, I entered the club and did my thing.  As I was leaving the club that morning, I said “have a nice day Mary” and she responded, “Yep” – an awkward response.  The next day the same thing occurred, this time with Janice. She used the word Yep as well.

Then it happened, Wednesday morning Roberta was at the front desk. I did my usual. I looked at her name tag and said, “Good Morning Roberta”.  She pleasantly responded, “Good Morning Chris”. What did Roberta do differently? She simply looked at the computer screen in front of her and looked up my name, it took about 2 seconds.  As I exited the club that morning, Roberta said, “Chris how was the club today, everything working?” We exchanged some nice words and then she said, “Chris, have a wonderful day, hopefully I will see you tomorrow”.

Although this interaction was a minor part of my overall experience at the club and by itself would probably not make me cancel my membership, it did show me how the simple things related to customer service are very important.  I would not cancel because of this, but I can guarantee you, that if all of the workers were as nice as Roberta, I would become a big advocate recommending this club to all of my colleagues.

So how does this relate to financial information and technology companies and or the overall marketplace? Simply this, many (probably most) financial information and technology companies put all of their attention into their ‘hard values’, such as their technology but spend little time on the ‘soft values’, such as customer service.

Years ago, when I was working for a large financial information and technology company we did some really interesting competitive analysis and we recognized that one company above all of our competitors was exceptional at customer service. FactSet, the market data and analytics company was an industry leader in customer service and still are today.  FactSet provided the best of class training with experienced and kind staff.  This experience permeated the client relationship and because of this FactSet very rarely lost a customer.  Sure, their technology and information was fine and probably on par with some of the other providers, but because of their attention to the soft values, FactSet gained substantial market share.

Perhaps a good way to think about value is to bifurcate it into soft and hard values. Similar to the way Joseph Nye defines hard and soft power in international relations, conceivably hard and soft values are nothing more than assets of a company that provide it with the capabilities to entice buyers.  This translates into stronger cash flow, thus increasing shareholder value.

Financial Information and Technology companies, more so that many others sectors of market should consider enhancing its soft values.  When you compete with best of class customer service and great soft values, price competition becomes less of a factor.  Ensure that your staff are not “Yep” people, but rather those who engage with the kindest of words, such as “Please”, “Thank You”, “Your Welcome”. These simple words can permeate the entire organization and can be a substantial differentiator in your value proposition.  You may not lose customers because of average customer service and soft values but you can be certain you will not win any either.

The End of the Market Data Desktop?

15 Jun

Coming out of the recent Credit Tsunami, and still recovering from the 2001 Internet Bubble, the Wealth Management marketplace in the United States is just starting to realize that market data, security analytics and research are secondary data needs in this ever so distrustful financial climate.

In the late 1990’s and into the very early 2000’s, wealth managers, financial advisors and retail brokers (herein defined as wealth management professionals) were trading stocks and bonds for their clients.  Unfortunately with the substantial drop in market values that came out of the 2001 bubble and the most recent financial crisis, substantial pressure has been put on these professionals to do more.  Rather than just trading stocks and bonds and losing 30-50% of a client’s value – which they can do by themselves – wealth management professionals have recognized that they need to spend more time with their client, understanding their needs and addressing their longer term plans.  Many of the more successful wealth managers have recognized that they should offload or outsource parts of their supply chain, such as portfolio analysis and financial planning.  By doing this, they have regained time, which they have put back into solidifying strong relationships with their existing clients and helping to win new clients.  Dow Jones recently published a paper titled, “Best Practices of Elite Advisors” and in this paper they clearly show that this business is all about relationship management and communication with clients.  When relationship management is central to a wealth managers tasks, they are substantially rewarded with incomes that far outshine those who are still picking stocks.

Although this change in the marketplace has happened over a 10+ year timeframe, it seems as though large, publicly traded financial information and technology providers have not adapted well to this changing marketplace.  Companies like ThomsonReuters, IDC, SunGard and others are still building out and spending substantial capital in developing desktops with all of the security information that a wealth management professional may have needed in the 1990’s.  Sure, wealth managers need to have this basic market data, basic news, some research, but for the most part Yahoo Finance, Google Finance and media solutions such as MarketWatch and WSJ.com offer enough of this.  Perhaps rather than trying to sell pricey market data solutions into this sector, these large financial technology firms will realize that building relationship tools are probably a better way to go.

Look at some of the companies that are offering relationship tools: RedTail CRM, GaleForce Solutions, Forefield, AdviceAmerica (recently acquired by FiServ), Smarsh, Lightport and others.  These companies have recognized quite competently that relationship tools, perhaps originating from CRM platforms are the next generation wealth management desktops.    I would imagine that we will see many more deals such as AdviceAmerica on the horizon shortly.  I would also imagine that companies that offer social media communication and compliance tools to also be a nice value for some of these large fintech companies.  It seems as though FiServ has recognized this most recently with its purchase of AdviceAmerica.

http://www.galeforcesolutions.com

http://www.forefield.com

http://www.adviceamerica.com

http://www.fiserv.com

http://www.redtailtechnology.com

Wall Street On Demand – Sold Again!

11 Jun

Yesterday, New York based MarkIt announced that it would purchase all of the assets of Wall Street On Demand, a Colorado firm that provides best of class Industrial Design, Web Hosting and Product Management with its main audiences being brokerage and investment management.  Now why would MarkIt buy this firm and what does it plan to do with it?

Well, MarkIt from my knowledge focuses on securities content and analytics with its main buyers being investment managers, risk, compliance and regulatory.  Wall Street On Demand however has spent most of its life focusing on Brokerage and Wealth Management.  Hmmm.  I could only guess that MarkIt is taking a much broader look at Wealth Management and brokerage, particularly discount brokerage.  Will MarkIt build solutions to compete against ThomsonReuters, Bloomberg, FactSet, SunGard and IDC or will it use the great assets of Wall Street On Demand to enhance its already powerful company?

MarkIt has been on a rather aggressive growth campaign over the past few months and I really enjoy the direction the company appears to be moving.  Only time will tell, but the financial information and technology industry needs a player who will address the changing needs of their end users, keeping in mind the changing nature of the financial services business and the rapid adoption of  social media.

http://www.markit.com/en/media-centre/press-releases/detail.page?dcr=/markit/PressRelease/data/2010/06/09

Is the Feast Upon Us – Yet?

9 Jun

Most recently I attended a conference on “Venture Capital in Education” (http://berkerynoyes.com/pages/vc_investment_summit_conf.aspx) hosted by Berkery Noyes and Startl.  One interesting conversational panel stood out to me. Tom Brown, President of IDEO and Bruce Nussbaum, Professor at Parsons New School of Design had an interesting discussion about education and Web2.0 (social media).  The topic of education is less relevant than the ideas discussed regarding social media. 

Using the media as subject, Bruce Nussbaum made the argument, and I somewhat agree, that old media particularly news organizations which were once authority figures in society have been forced from the “voice of authority” to the “gatherer of voices”.  What Bruce was implying is that social media has provided a platform giving authority to the masses, a 24×7 platform that allows people of all walks of life to speak with and learn from each other.  With this new platform comes enhanced new learning.  Just think of all the social media inventions that have happened over the past 10 years and one will not have to ponder the idea of enhanced learning.  Think about Wikipedia, Investopedia, Facebook, MySpace, Sermo, PatientsLikeMe, etc…  These are just some of the thousands of social media sites that have provided community based learning, some formal and some less formal.  What these inventions have done is put pressure on large news organizations and I what call Old Media.  No longer does society take for granted the news coming from these organizations mainly because a new forum has emerged that sometimes challenges and sometimes further agrees with these Old Media organizations.  So, at the core of Nussbaum’s comments is the idea that Old Media will need to think about and perhaps even embrace the voices of people who care about and or comment on Old Media press.  Although I agree that Old Media needs to embrace the readers and engage in discussion with them – to “gather the voices”, I am rather skeptical that this will happen in a meaningful way, at least in the short-term. 

OK – now if Old Media chooses not to gather the voices in a meaningful way, what will happen to these organizations?  Well, the writing is on the wall.  Look at the subscriptions of the major newspapers, look at the subscriptions of all the major magazines and periodicals – they are all on the decline.  Now look at all the new media organizations, Facebook, Wikipedia, etc…, they are all on exponential growth trajectories.  Seems straight forward to me, if Old Media does not catch up, they will become fish food for the New Media providers.  Imagine a company like Facebook owning The New York Times or the USA Today!  I do not think that Old Media will try buying New Media.  NewsCorp. tried this with MySpace and I am not sure if the results have been worth it.  Only time will tell.

I am just pontificating here, but I am thinking that we are not far from a frenzy of media consolidation, with New Media (Great Whites) about to eat some of the larger, lethargic seals (Old Media).

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