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American Dream is In Danger

3 Apr
American Dream in danger
By G. WAYNE MILLER JOURNAL STAFF WRITER

The roots of this enduring notion we call the American Dream lie in the Declaration of Independence, which states that everyone has the inalienable right to pursue happiness ––which can be found, at least partly, in economic prosperity. Put another way, everyone is born with an equal chance of success.

It has always been an oversimplified notion. Founding Father James Madison, son of a plantation owner, for example, began life with an advantage over a pauper’s child. A child of Bill Gates enters the world today with different odds than a chambermaid’s offspring.

Those, of course, are extremes. For the middle class ––which can be defined as the middle 60 percent of income, households that are neither rich nor poor –– the American Dream (at least since the Second World War) has been closely tied to home ownership, a college education and a nice car, the iconic symbol of status. Successive generations have expected to do better than their parents as they move socially upward.    That scenario, economists say, has been recast by declining income and other economic changes over the last several years. After peaking in 2000 at $69,102 in inflation-adjusted dollars, Rhode Island median household income in 2010 declined to $52,254 –– a drop of almost 25 percent.

“The American Dream is fading,” said James Hoopes, distinguished professor of history at Babson College and author of the recent book “Corporate Dreams: Big Business in American Democracy from the Great Depression to the Great Recession.”

“The American Dream is being redefined by profound changes in the labor market and the accessibility of credit,” said Mark D. Naison, professor of African American studies and history at Fordham University in New York City.

In analyzing the national data, Seton Hall University economics professor Christopher W. Young finds a momentous decline in middle-class purchasing power over the last several years.

“The annual growth rate in household income for the middle 60 percent of the United States is about 0.57 percent annually,” Young said. “This small growth rate has been offset substantially by the inflation of other products, such as automobiles, new homes, natural gas, college, and et cetera.”

In the period from 1967 to 2010, Young said, new home prices have increased about 5.2 percent every year –– far outstripping the incremental increases in income. During the same period, automobiles have increased about 5.43 percent a year, and the cost of college has gone up at an even higher annual rate, about 6.5 percent, according to Young.

As a percentage of total household income, the professor said, the disparity is even more striking. Calculated in 2010 dollars, an average new home in 1967 cost approximately 60 percent of the median household’s total annual income, which was about $41,000 –– but in 2010, a new home cost about 438 percent of total median income. An average new car has gone from about 7 to 54 percent of total annual income, while one year of tuition at a four-year college has risen from about 7 to 92 percent.

Although some economists cite overextension of credit as a factor imperiling the American Dream, Babson historian Hoopes places less emphasis on it.

“Wasteful consumption and keeping up with the Joneses via debt are not good things,” he said, “but they are not the reason for today’s painful sense of inequality.

“It’s that after a quarter-century in which 80 percent of the country’s population has not shared in the country’s productivity gains, people are emerging from denial and recognizing the reality that income mobility does not exist to the degree that it once did and that many will lag farther and farther behind if they continue to make a living in the only way they know how –– a job.”

Hoopes blames such factors as global outsourcing and economic decentralization. “The information revolution has reduced the advantages of large organizations,” he said. “Business is done in smaller units today, with new jobs occurring in small business, making it much harder for workers to unionize and negotiate middle-class wages.”

Fordham professor Naison recalls his younger years, when the postwar notion of the American Dream remained a middle-class reality.

“My generation,” he said, “bought their own cars, mostly used, as soon as they got their first full-time job. And they were usually able to buy their own homes within 10 years of graduation. Let me use myself as an example. My wife and I bought half of a brownstone in Park Slope [in Brooklyn] in 1976, two years after I graduated from college, for the princely sum of $42,000 –– on a college professor’s and editor’s salary.

“We could afford this not only because house prices were so low, but because we had no student loans to pay off. Most of our friends who worked in ‘helping professions’ were in the same situation: they were car owners right out of college and house owners in their early 30s. Now, I think there are far fewer people able to achieve those things at the same age we did.”

Expectations have shifted. Naison says that with his younger students today –– those in their 20s and early 30s –– electronic devices such as iPads, smart phones and computers are more coveted than the items those of his generation wanted. Taken together, all are cheaper than cars or houses.

“Home ownership and car ownership, former markers of middle-class status, have become less significant than possession of electronic devices and the ability to travel and work globally,” Naison said. “Most of my students, even those with excellent grades and recommendations, cannot find full-time jobs with a career ladder and benefits … this makes home ownership unrealistic, and car ownership a burden.

“They live singly or in groups, ride bikes or share automobiles, and move from place to place and country to country with great frequency. Perhaps they may purchase homes in their middle or late 30s. But they do not have the income, or the creditworthiness, to do so in this economy.”

Hoopes wonders if what might be called the Golden Age of the American Dream will ever return.

“Entrepreneurship is one possible path,” he said, “and it is a good one for many people. But it will not restore a middle-class society. Not everyone can be self-employed. … Labor unions ––still powerful in some industries ––hold little hope for enlarging the middle class because of economic decentralization and internationalization.”

Given today’s political climate, the Babson professor sees little chance of American government revitalizing the American Dream. “Northern European countries have created a strong middle class through heavy government involvement in their economies,” he said, “but that seems unlikely to emerge in the United States anytime soon due to ideological and cultural reasons.”

And so, he posed a question: What’s left?

“The only possibility seems to be ‘civil regulation’ of our economy in which citizens use their buying power and media power to try to compel better wages and working conditions,” Hoopes said. “Take the Occupy Wall Street movement of last fall, remove its anarchist streak, and give it a strong focus on creating permanent watchdog groups to ‘name and shame’ via the Internet, and you might have the beginning of a bottom-up movement with a shot at restoring the American Dream.

“Will such a thing actually happen? Your opinion is as good as mine.”

With data analysis by Journal Staff Writer Paul Edward Parker. gwmiller@providencejournal.com 

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.

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.

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