July 2012 – Page 2 – artdiamondblog.com

Innovation Depends Less on R&D Spending and More on “Talent, Process, Execution and Strategy”

(p. B1) In the world of R&D spending, more doesn’t necessarily mean better. And R&D may not describe all the innovation that matters.
“I think the numbers are pretty useless,” says Michael Schrage, a research fellow at MIT’s Sloan School who has studied the subject. “What matters more is the kind of innovator you are. If it were really true that the people who spent the most on R&D were the most successful, we wouldn’t be subsidizing General Motors .”
“There’s no statistically significant relationship between how much a company spends on R&D and how they perform over time,” adds Barry Jaruzelski of Booz & Co. “There’s a set of people who just consistently seem to skin the cat better.”
. . .
(p. B2) Booz & Co. in 2007 listed the biggest global corporate spenders of R&D. The top 10 were Toyota, Pfizer, Ford, Johnson & Johnson, DaimlerChrysler, General Motors, Microsoft, GlaxoSmithKline, Siemens and IBM.
Then it drew up a second list, a group of companies it called “high-leverage innovators” that returned the best financial performance for every dollar spent on R&D. Booz screened for companies that, over the five previous years, outperformed industry peers across seven measures–including profit, sales growth, and shareholder return–while also spending less on R&D as a percentage of sales than the median in their industries.
No company from the first list made the second list. (Winners included Adidas, Apple, Exxon, Google, Kobe Steel, Samsung and Tenneco.)
That disconnect essentially hasn’t changed, says Mr. Jaruzelski. Winning at innovation “is all about talent, process, execution and strategy,” he says. “That’s given the U.S. a pretty strong advantage over time.”
“Technology,” he adds, “is not equal to innovation.”

For the full commentary, see:
JOHN BUSSEY. “THE BUSINESS; Myths of the Big R&D Budget.” The Wall Street Journal (Fri., June 15, 2012): B1-B2.
(Note: ellipsis added.)

Larry Page on Tesla, Commerce, and Changing the World

Funding is a key constraint for the innovative project entrepreneur. By “project entrepreneur” I mean the innovator who views money as a means to achieving the project, and not as an end in itself. In this brief clip from Page’s 2007 AAAS talk, he discusses how as a 12 year-old reading Tesla’s autobiography he almost cried at how Tesla’s failure to commercialize his ideas limited his ability to change the world.

The Tesla autobiography is:
Tesla, Nikola. My Inventions: The Autobiography of Nikola Tesla. SoHo Books, 2012.

Neglecting Valid Stereotypes Has Costs

(p. 169) The social norm against stereotyping, including the opposition to profiling, has been highly beneficial in creating a more civilized and more equal society. It is useful to remember, however, that neglecting valid stereotypes inevitably results in suboptimal judgments. Resistance to stereotyping is a laudable moral position, but the simplistic idea that the resistance is costless is wrong. The costs are worth paying to achieve a better society, but denying that the costs exist, while satisfying to the soul and politically correct, is not scientifically defensible.

Source:
Kahneman, Daniel. Thinking, Fast and Slow. New York: Farrar, Straus and Giroux, 2011.

Web Expedites Labor Market for Small Projects

“Liz Langer helped John Burks retrieve his keys.” Source of caption and photo: online version of the WSJ article quoted and cited below.

(p. A1) A new crop of websites and smartphone applications are allowing people to farm out chores to a growing army of temporary personal assistants. These micro-employees are taking the division of labor to once-unthinkable extremes.
. . .
(p. A14) Some investors see dollar signs. Zaarly Inc., an online marketplace for micro-labor and goods based in San Francisco, recently raised $14.1 million from Google Inc. GOOG -2.18% investor and venture-capital firm Kleiner Perkins Caufield & Byers. Actor Ashton Kutcher and clothing designer Marc Ecko have also put in money. In October, Hewlett-Packard Chief Executive Meg Whitman joined the company’s board.
After launching six months ago, Zaarly is processing more than 1,000 transactions a week for jobs that cost around $50 a pop. Chief Executive and cofounder Bo Fishback, 33, says about half the requests involve tangible goods, and the rest involve some sort of service. One of his favorites: a person who hired someone to buy a Michael Jackson-themed dog costume for a puppy.
Sometimes the situation can be dire. John Burks, a 30-year-old actor who also runs an arts organization in Chicago, accidentally dropped his keys in a sewer during a rainstorm over the summer. To replace all the keys–including ones to his home, office and Mercedes–could cost well over $100.
After Googling “lost keys down sewer” to see what tactics others had used, Mr. Burks thought he could recover his keys with a fishing rod and a magnet, but had neither. His girlfriend at the time knew someone who worked at Zaarly, so he posted the job on its site. Liz Langer, a 27-year-old neuroscience graduate student and top Zaarly “fulfiller,” spotted the job and within an hour arrived with the needed tools. Fifteen minutes later, they fished the keys out of the sewer. (Price: $80.)
“It’s like stranger than fiction,” Mr. Burks says. “I thought there was a very small chance that anything like that can happen.”

For the full story, see:
EMILY GLAZER. “Serfing the Web: Sites Let People Farm Out Their Chores; Workers Choose Jobs, Negotiate Wages; Mr. Kutcher, Anonymously, Asks for Coffee.” The Wall Street Journal (Mon., November 28, 2011): A1 & A14.
(Note: ellipsis added.)

“Why Would I Ever Need 10 Floppy Disks?”

Steven Johnson’s early The Ghost Map is a wondrous story of a courageous medical entrepreneur who fairly single-handedly changes accepted wisdom on a hugely important issue (what causes disease). Steven Johnson’s recent Where Ideas Come From provides a mechanical account that attributes new ideas to the inevitable exploration of “the adjacent possible,” leaving little room for the great innovative entrepreneur.
It takes guts to contradict one’s most recent book, and to contradict it so eloquently. So please join me in welcoming back the Steven Johnson of The Ghost Map:

(p. C3) In the fall of 1986, during the first week of my freshman year of college, my cousin took me to the university computer store to help me buy my first Macintosh. The Mac platform was two years old at that point, and Apple had just released a new machine called the Mac Plus that featured a then-staggering 1 megabyte of RAM. (In today’s mileage, that would be just enough memory to store the first few verses of a Katy Perry song.) But the Mac did not yet offer a hard drive, and so my more tech-savvy cousin told me to buy a 10-pack of floppy disks as well.

I looked at him with astonishment. I was an art kid, not a techie. I needed a computer to write plays and short stories and term papers. The computer was just a tool, nothing more. “Why would I ever need 10 floppy disks?” I asked. “I just need one disk for my Microsoft Word files.” My cousin smiled, knowing full well where I was headed. “Just buy the disks. Trust me.”
He was right, of course, and to this day whenever I call him up to tell him about my latest computer purchase, with its terabytes of storage and gigabytes of memory, he laughs and says, “Just one disk. That’s all I need.”
. . .
The genius of famous innovators and CEOs is often exaggerated: Most fortunes are built on good fortune as much as sheer brilliance, and invention is a collaborative art. But there is no contesting the fact of Steve Jobs’s genius–just a debate about its defining qualities.
I worry that we miss something in hailing him as either a master salesman or a master designer, though he is clearly both. His real gift, from an early age, has been the ability to see that these two worlds could, and should, productively collide. It isn’t just that he made computers cool or put them in pretty boxes. It’s that he put those computers in new conceptual boxes. A machine originally designed for processing equations and building bombs turned out to have a wonderful hidden potential: for song, laughter, poetry, community, family.
. . .
When I heard the news that he was stepping down from Apple, the image that flashed in my head was of a kid in a computer store trying to save a few bucks by skimping on floppy disks. I suspect my own story is not so unusual. There is, on the one hand, the simple, factual accounting of it: Steve Jobs persuaded me to buy a lot more than 10 disks over the years. But the other hand is so much more interesting: all the wonderful, unexpected things that he got me to put on those disks.

For the full commentary, see:
STEVEN JOHNSON. “THE GENIUS OF JOBS; Marrying Tech and Art; Steven Johnson on the magic of his first Mac–and how it changed his life.” The Wall Street Journal (Sat., August 27, 2011): C3.
(Note: ellipses added.)

Hitchens Adds to the Case Against Woodrow Wilson

Source of book image:
http://media.oregonlive.com/books_impact/photo/9635633-large.jpg

Reading the review quoted below, reminded me of how much I will miss Christopher Hitchens.

(p. 12) If General Pershing’s fresh and plucky troops had not reached the scene in the closing stages of the bloodbath, universal exhaustion would almost certainly have compelled an earlier armistice, on less savage terms. Without President Wilson’s intervention, the incensed and traumatized French would never have been able to impose terms of humiliation on Germany; the very terms that Hitler was to reverse, by such relentless means, a matter of two decades later. In this light, the great American socialist Eugene V. Debs, who publicly opposed the war and was kept in prison by a vindictive Wilson until long after its ending, looks like a prescient hero. Indeed, so do many of the antiwar militants to whose often-buried record Hochschild has done honor. (Unsentimental to the last, though, he shows that many of them went on to lose or waste their lives on Bolshevism, the other great mutant system to emerge from the abattoir.) This is a book to make one feel deeply and painfully, and also to think hard.

For the full review, see:
CHRISTOPHER HITCHENS. “Mortal Debate.” The New York Times Book Review (Sun., May 15, 2011): 1 & 12.
(Note: the online version of the review has the date May 13, 2011, and has the title “The Pacifists and the Trenches.”)

The book under review is:
Hochschild, Adam. To End All Wars: A Story of Loyalty and Rebellion, 1914-1918. New York: Houghton Mifflin Harcourt Publishing Co., 2011.

Some Irrationality Occurs Because Not Much Is at Stake, and Rationality Takes Time and Effort

(p. 164) The laziness of System 2 is part of the story. If their next vacation had depended on it, and if they had been given indefinite time and told to follow logic and not to answer until they were sure of their answer, I believe that most of our subjects would have avoided the conjunction fallacy. However, their vacation did not depend on a correct answer; they spent very little time on it, and were content to answer as if they had only been “asked for their opinion.” The laziness of System 2 is an important fact of life, and the observation that representativeness can block the application of an obvious logical rule is also of some interest.

Source:
Kahneman, Daniel. Thinking, Fast and Slow. New York: Farrar, Straus and Giroux, 2011.

Riots, Arson and Looting Returned in Spite of “State Largesse Lavished on Tottenham”

“As unrest flared in the U.K. on Aug. 7, fire raged through a building in Tottenham, north London–an area also the scene of riots 26 years ago.” Source of caption and photo: online version of the WSJ article quoted and cited below.

(p. A8) LONDON–After furious race riots broke out in London’s Tottenham area 26 years ago, government and local authorities poured millions of pounds into the district and especially Broadwater Farm estate, a notorious housing project that was the epicenter of the 1985 unrest.

Yet last week, Tottenham returned to an unwelcome spotlight as the point of ignition for riots here–and this time the unrest spread far beyond the neighborhood, to other parts of London and distant cities like Birmingham and Manchester.
What started as a peaceful protest over the killing of a local man by police was quickly seized on as an excuse for looting, arson and other unruly behavior by roaming packs of people that gripped the country for days. The result as of Sunday night: 1,401 arrests nationwide and a debate over who is to blame and how to prevent it happening again.
Tottenham’s repeat appearance in the rioting shows the sometimes limited effectiveness of urban-regeneration programs that fail to tackle the deep-seated problems of poor communities. The state largesse lavished on Tottenham has resulted in better facilities and nicer surroundings, yet the area is still blighted by high unemployment, a thriving gang culture and social breakdown, according to official data.

For the full story, see:
GUY CHAZAN And ALISTAIR MACDONALD. “State Aid Failed to Stem U.K. Unrest; Tottenham, Site of Past Violence, Saw Renewed Clashes Despite Government Efforts to Boost the Area.” The Wall Street Journal (Mon., August 15, 2011): A8.

A Firm’s Social Responsibility Is to Make a Profit

(p. B1) Milton Friedman, the Nobel laureate economist, blasted the very idea of corporate social responsibility four decades ago, calling it a “fundamentally subversive doctrine.” Speaking for many capitalists then and now, he said, “there is one and only one social responsibility of business–to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game.”
Companies shouldn’t spend profits on unrelated job creation or social causes, he said. That money should go to shareholders–the owners of the companies. Pronouncements about corporate social responsibility, he added, are the indulgence of “pontificating executives” who are “incredibly shortsighted and muddleheaded in matters that are outside their businesses.” And that indulgence can lead to inefficient markets.
. . .
(p. B2) “Jobs are an input, not an output; they’re a cost of doing business, not a goal of doing business,” says William Frezza, a Boston-based venture capitalist and fellow at the Competitive Enterprise Institute.
“From the perspective of defending capitalism, if you accept the premise of your opponent that business has to give back to society, you’ve already lost,” he says. “To put sack cloth and ashes on–you’ve delegitimized capitalism, which is the goal of the protesters. Businesses give back to society every day by pleasing their customers and employing their employees. There’s nothing business owes other than selling the best product at the best price.”

For the full commentary, see:
JOHN BUSSEY. “THE BUSINESS; Are Companies Responsible for Creating Jobs?.” The Wall Street Journal (Fri., October 28, 2011): B1-B2.
(Note: ellipsis added.)

Muckraking Friend of Teddy Roosevelt and Woodrow Wilson Was “Intrigued by Mussolini” and “Captivated by Lenin”

Source of book image: http://si.wsj.net/public/resources/images/OB-NV754_bkrvst_DV_20110510153656.jpg

(p. 29) As one of the original “muckrakers,” Steffens wrote newspaper and magazine exposés that gave journalism a new purpose, . . .
. . .
He learned to write and to invest, and within nine years was the managing editor of McClure’s, one of the most popular and prestigious magazines in the country.
He was, as usual, in the right place at the right time. Volatile Sam McClure was transforming his namesake publication into a journal that would rip the veil from American life, forcing readers to confront the corruption that had seeped into every seam of their democracy. The January 1903 issue alone featured an installment of Ida Tarbell’s groundbreaking history of the Standard Oil Company; . . .
. . .
He managed to remain friends with Roosevelt and then Woodrow Wilson . . .
. . .
Intrigued by Mussolini, Steffens was captivated by Lenin, whom he interviewed briefly during the revolution. He became one of the first of that sad little band of Western intellectuals who fell head over heels for the Soviet Union. Unlike most of them, he did not deny the stories of atrocities leaking out of the workers’ paradise. Even more chilling, he simply believed them necessary to bring about the great changes to come. He never wavered from his infamous first impression of the U.S.S.R., “I have seen the future, and it works.” Instead, living comfortably on money he made from the stock market, he insisted that “nothing must jar our perfect loyalty to the party and its leaders,” and that “the notion of liberty . . . is false, a hangover from our Western tyranny.”

For the full review, see:
KEVIN BAKER. “Lincoln Steffens: Muckraker’s Progress.” The New York Times Book Review (Sun., May 15, 2011): 29.
(Note: ellipses added except for the one inside the last quoted paragraph.)
(Note: the online version of the article has the date May 13, 2011.)

The book under review is:
Hartshorn, Peter. I Have Seen the Future: A Life of Lincoln Steffens. Berkeley, CA: Counterpoint, 2011.

Love Canal as a “Pseudo-Event” Caused by an “Availability Cascade”

(p. 142) An availability cascade is a self-sustaining chain of events, which may start from media reports of a relatively minor event and lead up to public panic and large-scale government action. On some occasions, a media story about a risk catches the attention of a segment of the public, which becomes aroused and worried. This emotional reaction becomes a story in itself, prompting additional coverage in the media, which in turn produces greater concern and involvement. The cycle is sometimes sped along deliberately by “availability entrepreneurs,” individuals or organizations who work to ensure a continuous flow of worrying news. The danger is increasingly exaggerated as the media compete for attention-grabbing headlines. Scientists and others who try to dampen the increasing fear and revulsion attract little attention, most of it hostile: anyone who claims that the danger is overstated is suspected of association with a “heinous cover-up.” The issue becomes politically important because it is on everyone’s mind, and the response of the political system is guided by the intensity of public sentiment. The availability cascade has now reset priorities. Other risks, and other ways that resources could he applied for the public good, all have faded into the background.
Kuran and Sunstein focused on two examples that are still controversial: the Love Canal affair and the so-called Alar scare. In Love Canal, buried toxic waste was exposed during a rainy season in 1979, causing contamination of the water well beyond standard limits, as well as a foul smell. The residents of the community were angry and frightened, and one of them, (p. 143) Lois Gibbs, was particularly active in an attempt to sustain interest in the problem. The availability cascade unfolded according to the standard script. At its peak there were daily stories about Love Canal, scientists attempting to claim that the dangers were overstated were ignored or shouted down, ABC News aired a program titled The Killing Ground, and empty baby-size coffins were paraded in front of the legislature. A large number of residents were relocated at government expense, and the control of toxic waste became the major environmental issue of the 1980s. The legislation that mandated the cleanup of toxic sites, called CERCLA, established a Superfund and is considered a significant achievement of environmental legislation. It was also expensive, and some have claimed that the same amount of money could have saved many more lives if it had been directed to other priorities. Opinions about what actually happened at Love Canal are still sharply divided, and claims of actual damage to health appear not to have been substantiated. Kuran and Sunstein wrote up the Love Canal story almost as a pseudo-event, while on the other side of the debate, environmentalists still speak of the “Love Canal disaster.”

Source:
Kahneman, Daniel. Thinking, Fast and Slow. New York: Farrar, Straus and Giroux, 2011.
(Note: italics in original.)