Books – Page 120 – artdiamondblog.com

Big Firm CFOs Were Confident about Their “Worthless” Stock Forecasts

(p. 261) For a number of years, professors at Duke University conducted a survey in which the chief financial officers of large corporations estimated the returns of the Standard & Poor’s index over the following year. The Duke scholars collected 11,600 such forecasts and examined their accuracy. The conclusion was straightforward: financial officers of large corporations had no clue about the short-term future of the stock market; the correlation between their estimates and the true value was slightly less than zero! When they said the market would go down, it was slightly more likely than not that it would go up. These findings are not surprising. The truly bad news is that the CFOs did not appear to know that their forecasts were worthless.

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

Mitt Romney on Innovation and Creative Destruction

Source of book image: http://mittromneycentral.com/uploads/No-Apology1.jpg

(p. 108) Innovation and Creative Destruction

The key to increasing national prosperity is to promote good ideas and create the conditions that can lead them to be fully exploited–in existing businesses as well as new ones. Government is generally not the source of new ideas, although innovations from NASA and the military have provided frequent exceptions. Nor is government where innovation is commercially developed. But government policies do, in fact, have a major impact on the implementation of innovative ideas. The degree to which a nation makes itself productive, and thus how prosperous its citizens become, is determined in large measure by whether government adopts policies that stimulate innovation or that stifle it.
The government policy that has the greatest effect on innovation is simply whether or not the government will allow it. It’s sad but true: Government can and often does purposefully prevent innovation and the resulting improvement in productivity. Recall my hypothetical example of a society in which half the farming jobs were lost due to innovation in the use of a plow? Some nations accept and encourage such “creative destruction,” recognizing that in the long run it leads to greater productivity and wealth for its citizens. But other nations succumb to the objections of those in danger of becoming unemployed and prevent innovation that may reduce short-term employment.
Two centuries ago, more than three-quarters of our workforce actually did labor on farms. Over the succeeding decades, innovations like irrigation, fertilizer, and tractors were welcomed, and eventually large farming corporations were allowed to prosper, despite protests from family farmers and the often heart-wrenching dislocations that accompanied consolidation of farmlands. The result was the disappearance of millions of agricultural jobs and the large-scale migration of Americans from rural regions to our cities. Once there, they provided the labor that powered America’s new industrial age. And at the same time, because farming innovation and productivity were allowed to flourish, America became the leader in agriculture education, research, and industry. Innovations from these sources have enabled us to produce sufficient food to feed not only our growing population but other parts of the world as well.

Source:
Romney, Mitt. No Apology: The Case for American Greatness. New York: St. Martin’s Press, 2010.
(Note: bold in original.)

Failed Entrepreneurial Firms that Signal New Markets Are “Optimistic Martyrs”

(p. 260) Colin Camerer and Dan Lovallo, who coined the concept of competition neglect, illustrated it with a quote from the then chairman of Disney Studios. Asked why so many expensive big-budget movies are released on the same days (such as Memorial Day and Independence Day), he replied: Hubris. Hubris. If you only think about your own business, you think, “I’ve got a good story department, I’ve got a good marketing department, we’re (p. 261) going to go out and do this.” And you don’t think that everybody else is thinking the same way. In a given weekend in a year you’ll have five movies open, and there’s certainly not enough people to go around.
The candid answer refers to hubris, but it displays no arrogance, no conceit of superiority to competing studios. The competition is simply not part of the decision, in which a difficult question has again been replaced by an easier one. The question that needs an answer is this: Considering what others will do, how many people will see our film? The question the studio executives considered is simpler and refers to knowledge that is most easily available to them: Do we have a good film and a good organization to market it? The familiar System 1 processes of WYSIATI and substitution produce both competition neglect and the above-average effect. The consequence of competition neglect is excess entry: more competitors enter the market than the market can profitably sustain, so their average outcome is a loss. The outcome is disappointing for the typical entrant in the market, but the effect on the economy as a whole could well be positive. In fact, Giovanni Dosi and Dan Lovallo call entrepreneurial firms that fail but signal new markets to more qualified competitors “optimistic martyrs”– good for the economy but bad for their investors.

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

“People Were Being Infantilized and Made Dependent”

Mayor of London Boris Johnson. Source of caption and photo: online version of the NYT article quoted and cited below.

(p. 16) While I was reading your book “Johnson’s Life of London,” in which you take readers on a tour of the city while discussing some of history’s most famous Londoners, I thought to myself, Being mayor of London can’t be that taxing if you could find time to write such a decent book.
The job of mayor of London is unbelievably taxing, particularly in the run-up to the Olympics. It just happens I write fast and always have done. Some people play the piano, some do Sudoku, some watch television, some people go out to dinner parties. I write books.
. . .
Do you remember the moment you knew that you were a Conservative?
When I was a 22- or 23-year-old reporter in a place called Wolverhampton. I got impatient with some of the stuff I saw going on about damp and mold, about who’s ultimately responsible for improving the ventilation in people’s houses. I felt that people were being infantilized and made dependent by the system and that the local Labour politicians had no interest in sorting it out, were content to harvest these people’s votes without improving their lives.
Wow. You were politically formed by mold.
It was the spores of damp, of mold forming on the walls in Wolverhampton.

For the full interview, see:
ANDREW GOLDMAN, interviewer. “TALK; Boris Johnson, Tory With an Attitude.” The New York Times Magazine (Sun., June 3, 2012): 16.
(Note: ellipsis added; bold in original.)

Johnson’s book is:
Johnson, Boris. Johnson’s Life of London: The People Who Made the City That Made the World. New York: Riverhead Books, 2012.

Resilience

(p. 183) In 1832, a young man was fired from his job and lost his bid for election to the state legislature. The next year his new business failed. Three years later he suffered a nervous breakdown. After recovering, he was defeated as speaker in the state legislature. He was defeated in his efforts to win his party’s nomination to Congress in 1843. He was rejected as land officer in 1849. In 1854, he was defeated in the U.S. Senate election and, in 1856, his efforts to win the nomination as his party’s vice president failed. The string of failures continued. He was again defeated in the Senate election in 1858. Finally, in 1860, Abraham Lincoln was elected as the sixteenth president of the United States.

Source:
Audretsch, David. “Review of: Adapt: Why Success Always Starts with Failure.” Journal of Economic Literature 50, no. 1 (March 2012): 183.

Entrepreneurs Thrive in a Culture of “Chutzpah”

“Manhattan District Attorney Cyrus Vance, Jr.” Source of caption and photo: online version of the WSJ article quoted and cited below.

(p. C13) Before a recent business trip to Israel, someone handed me a copy of “Start-Up Nation: The Story of Israel’s Economic Miracle,” a book by Dan Senor and Saul Singer about Israel’s culture of innovation and entrepreneurialism. I had finished the book on the overnight flight to Tel Aviv. When I returned home a week later, based on what I had seen in Israel, I purchased multiple copies and handed them out to senior staff who work with me.

“Start-Up Nation” recounts and dissects how Israel, in just 60 years, has thrived as an economy, creating an environment where talent and technology have attracted more venture-capital dollars per person than any other country in the world.
In a nutshell, and admittedly oversimplifying, the authors boil Israel’s success down to a few, core themes. First, Israel was born into and exists in an adverse political environment. Surrounded by hostile neighbors, Israelis survived–and thrived–by adapting quickly, making the most out of limited resources and taking on outsize challenges without fear or undue regard for authority. The latter quality might be called chutzpah. Second, Israelis all participate in military service, before university. The skills they learn in the military, and the maturity they gain from military service, make their work force better skilled and more capable of better teamwork at the entry level on up.
If my recent visit provides any evidence of national characteristics, Israelis question authority, openly and all the time. At any given meal, whether it included ordinary citizens, generals, government officials or business executives, deference was in short supply. No quarter is given. But debate and disagreement create a climate of self-awareness. That in turns helps to create a culture of achievement.
So why did I give copies of the book to my senior staff? I believe in a bottom-up organizational culture, where problems are identified, raised and solved by the line employees who make the enterprise run. Our American system–and especially our legal and government cultures–frequently operates with a top-down style, which can discourage creativity and individualism.
The one thing that I am not planning to do is give copies of “Start-Up Nation” to my children until they graduate from college and have left the house. They have questioned my authority enough already.

For the full book discussion, see:
Cyrus Vance. “Twelve Months of Reading: Cyrus Vance.” The Wall Street Journal (Sat., December 17, 2011): C13.
(Note: the broad multi-page article was sub-divided into sections headed by the name of the person who was writing the book advice in that section. Internally the broad article seemed to be entitled “Books of the Year.”)

The first book Vance recommends is:
Senor, Dan, and Saul Singer. Start-up Nation: The Story of Israel’s Economic Miracle. hb ed. New York: Twelve, 2009.

Overly Optimistic Entrepreneurs Seek Government Support for Projects that Will Usually Fail

People have a right to be overly-optimistic when they invest their own money in entrepreneurial projects. But governments should be prudent caretakers of the money they have taken from taxpayers. The overly-optimistic bias of subsidy-seeking entrepreneurs weakens the case for government support of entrepreneurial projects.

(p. 259) The optimistic risk taking of entrepreneurs surely contributes to the economic dynamism of a capitalistic society, even if most risk takers end up disappointed. However, Marta Coelho of the London School of Economics has pointed out the difficult policy issues that arise when founders of small businesses ask the government to support them in decisions that are most likely to end badly. Should the government provide loans to would-be entrepreneurs who probably will bankrupt themselves in a few years? Many behavioral economists are comfortable with the “libertarian paternalistic” procedures that help people increase their savings rate beyond what they would do on their own. The question of whether and how government should support small business does not have an equally satisfying answer.

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

“Discovering a Viper in the Bed of Their Child”

Source of book image: http://files.list.co.uk/images/2011/09/15/arguably-lst090367.jpg

(p. 8) Anyone who occasionally opens one of our more serious periodicals has learned that the byline of Christopher Hitchens is an opportunity to be delighted or maddened — possibly both — but in any case not to be missed. He is our intellectual omnivore, exhilarating and infuriating, if not in equal parts at least with equal wit. He has been rather famously an aggressive critic of God and his followers, after cutting his sacrilegious teeth on Mother Teresa. He wrote a deadpan argument for trying Henry Kissinger as a war criminal, then was branded an apostate by former friends on the left for vigorously supporting the wars in Afghanistan and Iraq. (He memorably — a lot of what Hitchens has written merits the adverb — shot back that his antiwar critics were “the sort who, discovering a viper in the bed of their child, would place the first call to People for the Ethical Treatment of Animals.”) And he is dying of esophageal cancer, a fact he has faced with exceptional aplomb.

This fifth and, one fears, possibly last collection of his essays is a reminder of all that will be missed when the cancer is finished with him.
. . .
(p. 9) At times the book feels like an ongoing argument with the leftist intellectuals on the other side of the Atlantic, who tend to view America as lacking in history, culture or moral standing.
In an essay on the journalism of Karl Marx, written for the left-leaning Guardian, he puts an elbow in the ribs of his old socialist friends: “If you are looking for an irony of history, you will find it . . . in the fact that he and Engels considered Russia the great bastion of reaction and America the great potential nurse of liberty and equality. This is not the sort of thing they teach you in school (in either country).”
“There is currently much easy talk about the ‘decline’ of my adopted country, both in confidence and in resources,” he writes in his introduction. “I don’t choose to join this denigration.”
Christopher Hitchens: American patriot. We’ve done a lot worse.
If there is a God, and he lacks a sense of irony, he will send Hitchens to the hottest precinct of hell. If God does have a sense of irony, Hitchens will spend eternity in a town that serves no liquor and has no library. Either way, heaven will be a less interesting place.

For the full review, see:
BILL KELLER. “Christopher Hitchens, a Man of His Words.” The New York Times Book Review (Sun., September 11, 2011): 8-9.
(Note: ellipsis between paragraphs was added; ellipsis internal to a Hitchens quote was in the original.)
(Note: the online version of the article is dated September 9, 2011.)

The full reference for Arguably, is:
Hitchens, Christopher. Arguably: Essays. New York: Twelve, 2012.

“Christopher Hitchens.” Source of caption and photo: online version of the NYT article quoted and cited above.

For Inventors “Optimism Is Widespread, Stubborn, and Costly”

(p. 257) One of the benefits of an optimistic temperament is that it encourages persistence in the face of obstacles. But persistence can be costly. An impressive series of studies by Thomas Åstebro sheds light on what happens when optimists receive bad news. He drew his data from a Canadian organization–the Inventors Assistance Program–which collects a small fee to provide inventors with an objective assessment of the commercial prospects of their idea. The evaluations rely on careful ratings of each invention on 37 criteria, including need for the product, cost of production, and estimated trend of demand. The analysts summarize their ratings by a letter grade, where D and E predict failure–a prediction made for over 70% of the inventions they review. The forecasts of failure are remarkably accurate: only 5 of 411 projects that were given the lowest grade reached commercialization, and none was successful.
Discouraging news led about half of the inventors to quit after receiving a grade that unequivocally predicted failure. However, 47% of them continued development efforts even after being told that their project was hopeless, and on average these persistent (or obstinate) individuals doubled their initial losses before giving up. Significantly, persistence after discouraging advice was relatively common among inventors who had a high score on a personality measure of optimism–on which inventors generally scored higher than the general population. Overall, the return on private invention was small, “lower than the return on private equity and on high-risk securities.” More generally, the financial benefits of self-employment are mediocre: given the same qualifications, people achieve higher average returns by selling their skills to employers than by setting out on their own. The evidence suggests that optimism is widespread, stubborn, and costly.

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

Catherine the Great as Benevolent Despot

Source of book image: http://online.wsj.com/article/SB10001424052970204644504576653083743832432.html?KEYWORDS=Catherine+Great

(p. C3) Bereft of husband and child, a lonely Catherine began to read the histories, philosophy and literature of Greece and Rome and of the Enlightenment. Montesquieu’s “The Spirit of Laws,” which analyzed the strengths and weaknesses of despotic rule, had a powerful impact on her. She was particularly interested in his thesis that the conduct of a specific despot could partially redeem that form of rule. Thereafter, she attributed to herself a “republican soul” of the kind advocated by Montesquieu.

Voltaire, the venerated patriarch of the Enlightenment, had concluded that a despotic government might well be the best possible form of government–if it were reasonable. But to be reasonable, he said, it must be enlightened; if enlightened, it could be both efficient and benevolent. Soon after ascending to the throne, Catherine began a correspondence with Voltaire that eventually extended to hundreds of letters over more than 20 years.
. . .
Near the end of her reign Catherine was asked how she understood the “blind obedience with which her orders were obeyed.” Catherine smiled and answered, “It is not as easy as you think…. I examine the circumstances, I take advice, I consult the enlightened part of the people, and so in this way I find out what sort of effect my laws will have. And when I am already convinced in advance of good approval, then I issue my orders and have the pleasure of observing what you call blind obedience.”
Catherine died in 1796, when George Washington was finishing his second term in office. Since then, the temptations of absolute power have remained great; despots have continued to appear, afflicting people everywhere. We have learned, at enormous cost, the difficulty of combining despotism with benevolence. Few rulers have even tried. Catherine tried.

For the full commentary, see:
ROBERT K. MASSIE. “Catherine the Great’s Lessons for Despots; Russia’s erudite empress tried to redeem absolute rule; her failures highlight dangers still present today.” The Wall Street Journal (Sat., November 12, 2011): C3.
(Note: ellipsis added.)

For Massie’s full biography of Catherine the Great, see:
Massie, Robert K. Catherine the Great: Portrait of a Woman. New York: Random House, 2011.

Entrepreneurs Are Optimistic About the Odds of Success

(p. 256) The chances that a small business will survive for five years in the United States are about 35%. But the individuals who open such businesses do not believe that the statistics apply to them. A survey found that American entrepreneurs tend to believe they are in a promising line of business: their (p. 257) average estimate of the chances of success for “any business like yours” was 60%–almost double the true value. The bias was more glaring when people assessed the odds of their own venture. Fully 81% of the entrepreneurs put their personal odds of success at 7 out of 10 or higher, and 33% said their chance of failing was zero.

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