“Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.”
Albert Einstein, as quoted in Koch, Charles G. The Science of Success: How Market-Based Management Built the World’s Largest Private Company. Hoboken, NJ: Wiley & Sons, Inc., 2007.
“A vendor arranges eggs on a new 100 billion Zimbabwean dollar note in Harare July 22, 2008. Zimbabwe’s central bank introduced new higher-value 100 billion Zimbabwe dollar notes on Monday as part of a desperate fight against spiralling hyperinflation, the bank said. An egg now costs $35 billion.” Source of caption and photo: http://www.daylife.com/photo/03ORa153k8bVA
(p. A1) Robert Mugabe has kept his embattled regime in Zimbabwe afloat on a sea of paper money. Now, he’ll have to try to do it without the paper.
The Munich-based company that has supplied Zimbabwe with the special blank sheets to print its increasingly worthless dollar caved in to pressure on Tuesday from the German government for it to stop doing business with the African ruler.
Mr. Mugabe’s regime relies on a steady supply of the paper — fortified with watermarks and other antiforgery features — to print the bank notes that allow it to pay the soldiers and other loyalists who enable him to stay in power. With an annual inflation rate estimated at well over 1 million percent, new notes with ever more zeros need to be printed every few weeks because the older ones lose their worth so quickly.
. . .
Zimbabwe’s central bank stopped posting inflation figures in January, when it stood at a relatively modest 100,580%. A loaf of bread costs 30 billion Zimbabwean dollars.
. . .
Mr. Mangoma uses a 10 million Zimbabwe dollar bank note, worth 0.0008 of a U.S. cent, as a bookmark because he doesn’t “care if I lose it.”
For the full story, see:
MARCUS WALKER and ANDREW HIGGINS. “Zimbabwe Can’t Paper Over Its Million-Percent Inflation Anymore; Under Pressure, German Company Cuts Off Shipments of Blank Bank Notes to Mugabe.” The Wall Street Journal (Weds., JULY 2, 2008): A1 & A10.
(Note: ellipses added.)
“Harare produce seller Chipo Chivanze needs a basket of cash to make change because of Zimbabwe’s battered currency.” Source of caption: print version of the WSJ article quoted and cited above. Source of photo: online version of the WSJ article quoted and cited above.
From McCraw’s discussion of Schumpeter’s legacy:
(p. 496) No country, regardless of how long it has been prosperous, can take permanent affluence for granted. Nor can any company assume its continued existence—as names such as Digital Equipment, Pan American Airways, Pullman, Douglas Aircraft, and the Pennsylvania Railroad remind us. Each of these companies once epitomized the cutting edge not only of its own industry but of American business as a whole. And all are now in the dustbin of history, along with hundreds of thousands of other businesses of all sizes—once as strong as dinosaurs but now just as extinct.
McCraw, Thomas K. Prophet of Innovation: Joseph Schumpeter and Creative Destruction. Cambridge, Mass.: Belknap Press, 2007.
“Steve Ballmer is the second Microsoft chief executive to butt his head against the view that a new era in technology brings a new market leader.” Source of caption and photo: online version of the NYT article quoted and cited below.
(p. 4) The Yahoo affair obscures the larger story: Microsoft’s long, long struggle — since 1993 — to maintain its leadership position while the Internet grew ubiquitous. Mr. Ballmer, who joined Microsoft in 1980 as its 15th employee, and Bill Gates, his mentor who will retire next month as a full-time Microsoft employee, have certainly tried their best to avert the inevitable decline of the company’s influence.
In 2000, Mr. Ballmer credited Mr. Gates for noting that no company in the computer business had ever stayed on top through what Mr. Gates called “a major paradigm shift.” The two men wanted Microsoft to be the first company to achieve that goal. An interesting challenge, but some problems are of a size that dwarf the abilities of multibillionaire mortals.
In a 1995 internal memo, “The Internet Tidal Wave,” Mr. Gates alerted company employees to the Internet’s potential to be a disruptive force. This was two years before Clayton M. Christensen, the Harvard Business School professor, published “The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail” (1997). The professor presented what would become a widely noted framework to explain how seemingly well-managed companies could do most everything to prepare for the arrival of disruptive new technology but still lose market leadership.
It’s Google, of course, that has developed the musculature to step forward and lay claim to being Microsoft’s successor as industry leader in the Internet era. If there had been any way Microsoft could have prepared for this day, it had ample time to do so. In 1993, fully five years before Google’s founding and two years before Mr. Gates’s memo, Nathan P. Myhrvold, then Microsoft’s chief technology officer, wrote his own memo, “Road Kill on the Information Highway.” It spelled out in prescient detail how each of many industries would be flattened by the build-out of digital networks, and it said that the PC software business would be no exception.
For the full commentary, see:
RANDALL STROSS. “Digital Domain; The Computer Industry Comes With Built-In Term Limits.” The New York Times, SundayBusiness Section (Sun., May 18, 2008): 4.
Robert Fogel, quoted below, is a Nobel-Prize-winning professor of economics at the University of Chicago:
(p. 13) I think I’ve largely covered how things looked after World War II, highlighting both what now seems to have been an unjustified pessimism and also the difficulties in forecasting the future. I close with an anecdote from Simon Kuznets. He used to give a one-year course in growth economics, both at Johns Hopkins and Harvard. One of the points he made was that if you wanted to find accurate forecasts of what happened in the past, don’t look at what the economists said. The economists in 1850 wrote that the progress of the last decade had been so great that it could not possibly continue. And economists at the end of the nineteenth century wrote that the progress of the last half century had been so great that it could not possibly continue during the twentieth century. Kuznets said you would come closest to an accurate forecast if you read the writers of science fiction. But even the writers of science fiction were too pessimistic. Jules Verne recognized that we might eventually get to the moon, but he couldn’t conceive of the technology that actually made the journey possible.
I was at a 2003 conference at Rockefeller University that brought together about 30 people from different disciplines (economics, biology, chemistry, and physics, as well as some industrial leaders) who put forward their views of what was likely to happen in the new millennium. And I must say that the noneconomists were far more bullish than most of the economists I know. So I suspect if we have another MussaFest in 2024, we’ll all look back at how pessimistic we were in 2004.
Fogel, Robert W. “Reconsidering Expectations of Economic Growth after World War Ii from the Perspective of 2004.” IMF Staff Papers 52 (Special Issue 2005): 6-14.
Source of map: online version of the WSJ article quoted and cited below.
(p. B1) McMoRan Exploration Co. is leading a renewed effort to find natural gas in a site known as one of the world’s deepest dry holes.
Exxon Mobil Corp. walked away from the legendary Blackbeard prospect in the Gulf of Mexico in 2006 after drilling to more than 30,000 feet without a payoff. But high energy prices have emboldened the industry, stirring wildcatter passions and prompting companies to look anew at previously abandoned projects.
. . .
(p. B2) If industry reports, unconfirmed by Exxon, are correct, the company spent more than $200 million on the well, making it one of the most expensive dry holes ever drilled.
The industry is littered with expensive failures, but Blackbeard proved too tempting to let go, especially in today’s record-price environment, where any reasonably promising prospect is worth a try. Indeed, there are more drilling rigs at work in the U.S. today than at any point since 1985, according to Baker Hughes Inc.
Mr. Moffett, the 69-year-old founder of McMoRan Exploration, is a geologist and inveterate risk taker. He discovered the giant Grasberg copper and gold mine in Indonesia, parlaying it into global mining giant Freeport-McMoRan Copper & Gold Inc. The oil-and-gas exploration company was spun off from the mining assets in 1994.
Last August, McMoRan paid $1.1 billion for a package of shallow Gulf of Mexico assets, including Blackbeard, from Newfield Exploration Co., Exxon’s former partner on the well. Studying the geology, Mr. Moffett found it similar to successful wells drilled by other companies in the deeper parts of the Gulf.
He now says that if McMoRan decides to keep drilling to 35,000 feet, it will cost about $75 million.
For the full story, see:
RUSSELL GOLD “A Famed Dry Hole Gets a Second Shot.” The Wall Street Journal (Mon., July 21, 2008): B1-B2.
(Note: ellipsis added.)
Photo on left is “GorillaIV, the rig drilling Blackbeard.” Image on right is the Co-Chairman of McMoRan. Source of photo, image, and caption on left photo: online version of the WSJ article quoted and cited above.
(p. 53) Where men had once said, ‘Credo ut intelligam’ (understanding can come only through belief), they now said, ‘Intelligo ut credam’ (belief can come only through understanding). In 1277, Roger Bacon was imprisoned for an indefinite period for holding these opinions. Free and rational investigation of nature was to come hard in the clash between reason and faith which would echo down to our own time.
Burke, James. The Day the Universe Changed: How Galileo’s Telescope Changed the Truth and Other Events in History That Dramatically Altered Our Understanding of the World. Back Bay Books, 1995.