Category: Books

Chinese Communist Party Has “Instinct” for “Repression and Control”

(p. B1) To build a logistics hub next to Beijing’s main airport, Desmond Shum spent three years collecting 150 official seals from the many-layered Chinese bureaucracy.

To get these seals of approval, he curried favors with government officials. The airport customs chief, for example, demanded that he build the agency a new office building with indoor basketball and badminton courts, a 200-seat theater and a karaoke bar.

“If you don’t give this to us,” the chief told Mr. Shum with a big grin over dinner, “we’re not going to let you build.”

Mr. Shum recounts the conversation in a memoir that shows how the Communist Party keeps business in line — and what happens when businesspeople overstep. Released this month, “Red Roulette: An Insider’s Story of Wealth, Power, Corruption and Vengeance in Today’s China” shows how government officials keep the rules fuzzy and the threat of a crackdown ever-present, . . .

. . .

(p. B4) . . . Mr. Shum’s book has come out just as the future of China’s entrepreneurs is in doubt. The government has cracked down on the most successful private enterprises, including Alibaba Group, the e-commerce giant, and Didi, the ride-hailing company. It has sentenced business leaders who dared to criticize the government to lengthy prison terms.

. . .

“The party has an almost animal instinct toward repression and control,” Mr. Shum wrote in the book. “It’s one of the foundational tenets of a Leninist system. Anytime the party can afford to swing toward repression, it will.”

. . .

“Only in times of crisis does the party loosen its grip, allowing more free enterprise and more freedom,” Mr. Shum wrote. “China’s growing economy presented the party with an opportunity to reassert its dominance.”

. . .

Many businesspeople have managed to move at least part of their assets abroad, he said. Few make long-term investments because they are too risky and difficult. “Only idiots plan for the long term,” he said.

. . .

To win a green light for the airport logistics hub, Mr. Shum dined with officials nearly every day for a few years, downing one bottle of Moutai, the famed Chinese liquor, at each meal. His employees brought officials fine teas, ran their errands and looked after the needs of their wives and children.

One employee accompanied so many people to so many sauna trips that his skin started peeling off, he wrote.

The top airport and local district officials changed three times during the project’s span. Each time, Mr. Shum’s team had to restart the ingratiating process.

For the full commentary, see:

Li Yuan. “An Insider To Money And Power In China Tells All.” The New York Times (Friday, Sept. 24, 2021): B1 & B4.

(Note: ellipses added.)

(Note: the online version of the commentary has the same date as the print version, and has the title “An Insider Details the ‘Black Box’ of Money and Power in China.”)

The book discussed in the commentary quoted above is:

Shum, Desmond. Red Roulette: An Insider’s Story of Wealth, Power, Corruption, and Vengeance in Today’s China. New York: Scribner, 2021.

Volatile Investor Goaded WeWork Entrepreneur “to Think Bigger”

(p. B1) Adam Neumann and Masayoshi Son were negotiating a possible $20 billion check when Mr. Son pulled up an image of Yoda on his iPad.

It was summer 2018 and Mr. Son’s tech conglomerate, SoftBank Group Corp., had already pumped over $4 billion into WeWork, the shared office space startup Mr. Neumann co-founded eight years earlier. Now Mr. Neumann was trying to get Mr. Son to buy a majority stake in WeWork. It would have been the largest acquisition ever of a startup, part of a bid to turbocharge a three-pronged strategy to dominate global real estate.

Mr. Son, a risk-taking investor who likened his gut-based strategy of “use the force” to that of the bat-eared Star Wars Jedi, was visibly excited that his new disciple was pushing for such an ambitious plan. Mr. Neumann, more than 20 years younger than Mr. Son and roughly a foot taller, charted out (p. B6) gargantuan growth projections in presentation after presentation throughout the summer. Mr. Son, scribbling on his iPad, calculated WeWork would be worth $10 trillion in a decade, more than 10 times the price tag of Apple at the time, the world’s most valuable company.

Still, Mr. Son kept urging Mr. Neumann to think bigger.

WeWork’s salespeople, real estate professionals and buildings numbered in the low hundreds. Mr. Son, though, told Mr. Neumann each category needed to grow—to 10,000. On his iPad, he commemorated the dictate.

“10k, 10k, 10k!” Mr. Son wrote in yellow, above Yoda grasping a green lightsaber. He signed below: “Masa.”

Fourteen months later, WeWork underwent one of the most spectacular corporate meltdowns of the decade.

. . .

Mr. Neumann, a long-haired, energetic entrepreneur, started WeWork after struggling to build a baby-clothes business in New York, where he moved from Israel in 2001.

. . .

Following a dinner with Walter Isaacson, biographer of Steve Jobs, he gathered staff around to read a complimentary email from the author. He told his employees he wanted Mr. Isaacson to write a biography about him.

. . .

Playing a role in Mr. Neumann’s growing ambitions was Mr. Son, who was frequently needling Mr. Neumann to think bigger.

At a meal in Tokyo with Mr. Son and Cheng Wei, CEO of Chinese ridehail giant Didi Global Inc., Mr. Son told Mr. Neumann that the Didi CEO beat out Uber Technologies Inc. in China not because he was smarter than Uber CEO Travis Kalanick. Mr. Cheng was crazier, Mr. Son said.

On the same Tokyo trip, Mr. Son asked Mr. Neumann who would win a fight between a smart guy and a crazy guy, according to people familiar with the conversation. He told Mr. Neumann that being crazy is how you win and that Mr. Neumann was not crazy enough, according to these people.

Roughly a year later at another meeting in Tokyo, Mr. Son clicked on a promotional video of SoftBank-backed Oyo Hotels & Homes, led by the then 24-year-old Ritesh Agarwal. Oyo was growing far faster than WeWork, Mr. Son told Mr. Neumann, ribbing him about lagging behind his SoftBank-backed counterpart, whom Mr. Son equated with a sibling.

“Your little brother is going to beat you,” Mr. Son told Mr. Neumann, according to people familiar with the conversation. “He is being bolder than you.”

Following meetings like this, Mr. Neumann often pushed for bigger ideas, aides said.

For the full commentary, see:

Eliot Brown and Maureen Farrell. “The We That Didn’t Work.” The Wall Street Journal (Saturday, July 17, 2021): B1 & B6.

(Note: ellipses added.)

(Note: the online version of the commentary has the same date as the print version, and has the title “The We That Didn’t Work at WeWork.”)

The commentary quoted above is based on the authors’ book:

Brown, Eliot, and Maureen Farrell. The Cult of We: WeWork, Adam Neumann, and the Great Startup Delusion. New York: Crown, 2021.

When Does Selling an Entrepreneurial Vision Cross a Legal or Ethical Line?

(p. B4) I’m angry about start-up founders who over-promise, behave badly and sometimes crater their companies and walk away unscathed.

. . .

I’ve been thinking about this recently because of the glare on two start-up founders, Adam Neumann and Trevor Milton.

. . .

A new book details the ways that WeWork mostly just rented cubicles, burned through piles of other people’s money, treated employees like garbage and made Neumann stinking rich as the company nearly collapsed in 2019. WeWork has stuck around in less outlandish form without Neumann.

And last week, federal authorities charged Milton with duping investors in his electric truck start-up Nikola into believing that the company’s battery- and hydrogen-powered vehicle technology was far more capable than it really was. Among the allegations are that Milton ordered the doctoring of a promotional video to make a Nikola prototype truck appear to be fully functional when it was not.

. . .

Disproportionate rewards go to the entrepreneurs and companies that can sell a vision of billions of users and values in the trillions of dollars.

. . .

Those conditions tempt people to skirt the edges of what’s right and legal. But I also wonder if curtailing the excesses would also curb the ambition that we want. Sometimes the zeal to imagine ridiculously grand visions of the future brings us Theranos. And sometimes it brings us Google. Are these two sides of the same coin?

For the full commentary, see:

Shira Ovide. “Why Do Hucksters Come With the Territory?” The New York Times (Monday, August 9, 2021): B4.

(Note: ellipses added.)

(Note: the online version of the commentary was updated August 4, 2021, and has the title “Innovation Invites Hucksters.”)

The book on WeWork mentioned in the above commentary is:

Brown, Eliot, and Maureen Farrell. The Cult of We: WeWork, Adam Neumann, and the Great Startup Delusion. New York: Crown, 2021.

20 Startups Are Developing Senolytics to Slow Cell Senescence

(p. A17) Some species of tortoises, . . ., have a risk of death that doesn’t seem to change with age in adulthood. Though these wrinkly, lumbering beasts might not seem like ideal ambassadors for aging well, by the statistical definition of aging—how fast your risk of death increases with time—these tortoises hardly age at all.

. . .

A secret of the tortoises’ longevity is that their cells can divide more than twice as many times as human cells before becoming aged or “senescent.”

. . .

Already, therapies to combat cell senescence—senolytics—are undergoing human trials. Senescent cells build up in our bodies as we get older and seem to accelerate the aging process as they accumulate. Drugs and genetic modifications that periodically remove them have been shown to make mice biologically younger: They live longer and healthier than untreated mice, with stronger muscles and hearts; delayed cancer, cataracts and cognitive decline; and even plumper skin and thicker, glossier fur.

There are currently at least 20 startups trying to transfer senolytics from the lab to the clinic. These efforts target specific diseases in which senescent cells are known to be key villains. A company called Unity Biotechnology is targeting these cells to combat age-related sight loss, while a team including scientists at the Mayo Clinic who first demonstrated senolytics in mice is working to use the same drug cocktail to treat age-related lung fibrosis.

The average 80-year-old is suffering from five different diagnoses and taking a similar number of medications to treat them.

Senolytics are the vanguard but close behind are dozens of different ways to slow or reverse aging in the lab, ranging from drugs and diets to gene and stem cell therapies. These treatments intervene in the molecular, cellular and biological underpinnings of the aging process, from the smallest scale in our biology (damage to DNA and protein molecules) to the largest (dysfunction across the immune system). They are aimed at slowing down multiple aspects of the process and at wide-ranging rejuvenation.

There have been some high-profile failures in the field. One was resveratrol, found in grapes and other sources. A company working on resveratrol, Sirtris, was acquired by drug giant GSK for $720 million in 2008 but closed down five years later. The path from lab bench to pill is filled with obstacles, and we can expect further setbacks, but with so many different therapies and a deeper understanding of the biology of aging, at least some of the new ideas are likely to succeed.

For the full commentary, see:

Andrew Steele. “The Best Remedy for Our Diseases? Aging Less.” The Wall Street Journal (Saturday, April 10, 2021): A17.

(Note: ellipses added.)

(Note: the online version of the commentary was updated April 10, 2021, and has the same title as the print version.)

Steele’s commentary, quoted above, is related to his book:

Steele, Andrew. Ageless: The New Science of Getting Older without Getting Old. New York: Doubleday, 2021.

“Weak Venture Capitalists Who Kowtow to Charismatic Entrepreneurs”

(p. 11) . . . the unbelievability of the rise and fall of a company that marketed itself to investors as a tech enterprise when it actually rented work space to gig-economy freelancers and starry-eyed entrepreneurs is part of the considerable lure of “The Cult of We: WeWork, Adam Neumann, and the Great Startup Delusion,” a juicy guided tour through the highly leveraged, not-quite-rags-to-billion-dollar-parachute saga of WeWork and its co-founder Adam Neumann, a startup demagogue who aspired to be a demigod, but got hamstrung by his ego and greed.

. . .

. . ., the book saves its firepower for the cataclysmic combination of Neumann’s gift for salesmanship, addiction to fund-raising and focus on his personal wealth. We meet weak venture capitalists who kowtow to charismatic entrepreneurs as well as mutual fund directors, investment bankers and deep-pocketed benefactors like SoftBank’s Masayoshi Son who enabled Neumann.

For the full review, see:

Katherine Rosman. “Office Space.” The New York Times Book Review (Sunday, August 15, 2021): 11.

(Note: ellipses added.)

(Note: the online version of the review has the date July [sic] 18, 2021, and has the title “‘How to Explain the Rise and Fall of WeWork?”)

The book under review is:

Brown, Eliot, and Maureen Farrell. The Cult of We: Wework, Adam Neumann, and the Great Startup Delusion. New York: Crown, 2021.

Emerson’s Buoyancy and Resilience in Adversity

(p. C5) Life compelled Emerson to become something of an expert on resilience. As a young man he lost the love of his life, his wife Ellen, to tuberculosis when she was just 19. His oldest son, Waldo—a joyful child who seemed to concentrate in himself what was most uninhibitedly life-loving in his father—died of scarlet fever when he was 5 years old.

. . .

In the essay “Power,” Emerson writes that we carefully watch children to see if they possess “the recuperative force.” Those who instinctively retire to their rooms in sorrow when they’re slighted, miss the prize or lose the game will be at a serious disadvantage in adult life. “But,” Emerson continues, “if they have the buoyancy and resistance that preoccupies them with new interest in the new moment,—the wounds cicatrize, and the fiber is the tougher for the hurt.”

When Waldo died, Emerson needed that kind of buoyancy and resistance to overcome the greatest sadness of his life.

. . .

Emerson’s resilience was shaped by his conviction that we are mortal and there is no other life than this. Nothing can redeem the time when you did not plunge forward and do what you had to do. The moral quality Emerson commends above all others isn’t love, faith or patriotism but a commitment to work. “But do your work and I shall know you,” he writes in “Self-Reliance.”

Emerson’s commitment to rapid recovery from loss isn’t gentle or humanitarian. But it is classically American in its insistence on affirming the future over the past. For all our faults, Americans are still people who look ahead, scope the territory, move forward. When we fail at something, we give it one more go and maybe get it half right.

For the full essay, see:

Mark Edmundson. “What Emerson Can Teach Us About Resilience.” The Wall Street Journal (Sat., June 19, 2021): C5.

(Note: ellipses added.)

(Note: the online version of the essay has the date June 18, 2021, and has the same title as the print version.)

Emerson’s most famous essay, “Self-Reliance,” can be found in:

Emerson, Ralph Waldo. Self-Reliance and Other Essays. New York: Dover Publications, Inc., 1993.

“Old Pittsburgh Industrial Fortune” Sustained “Anti-Materialist Conceit of Auroville”

(p. C7) Utopias are not, by definition, found on this side of paradise. Yet that truth hasn’t stopped visionaries and seekers—not to mention knaves and fools—from trying to build communities on lofty principles and quixotic aspirations. One such wonderland is Auroville, a commune in India’s Tamil south whose heady origins can be traced to the incense-and-raga days of the 1960s. Akash Kapur’s “Better to Have Gone” is a haunting and elegant account of this attempt at utopia and of his family’s deep connections to it.

. . .

Mr. Kapur and his wife, Auralice—a name given to her by the Mother, who asserted the right to name all children born to her flock—both grew up in Auroville. Auralice was born in 1972, Mr. Kapur two years later. Auralice’s mother, Diane Maes, was a woman from rural Flanders who’d arrived at Auroville as an 18-year-old. Headstrong and flirtatious, she soon separated from the biological father of her daughter and took up with another Auroville man named John Walker, in many ways the book’s most compelling (and infuriating) character.

. . .

Unlike the bucolic Maes, Walker was born into privilege, his father the heir to an old Pittsburgh industrial fortune.

. . .

It’s easy to be irritated, even incensed at times, by Walker’s blithe aura of entitlement. The hardship of the early days at Auroville—when there was no running water or electricity—is mitigated in Walker’s case by his renting an air-conditioned room at a comfortable hotel in nearby Pondicherry. Whenever funds ran low, he wrote to his father for more.

Much of this money helped sustain the anti-materialist conceit of Auroville. The community depended on the bounty of rich residents like Walker, who placed their trust funds at the disposal of the Mother. Walker’s money paid for the drilling of wells, the building of roads and houses, the salaries of laborers, even Auroville’s bakery. He did not, of course, begrudge this parasitic relationship with utopia. Why would he? All he had to do was holler for dad.

For the full review, see:

Tunku Varadarajan. “Dawn of a New Humanity.” The Wall Street Journal (Saturday, July 24, 2021): C7.

(Note: ellipses added.)

(Note: the online version of the review has the date July 23, 2021, and has the title “‘Better to Have Gone’ Review: Dawn of a New Humanity.”)

The book under review is:

Kapur, Akash. Better to Have Gone: Love, Death, and the Quest for Utopia in Auroville. New York: Scribner, 2021.

Average Global Temperature in 2100 Will Likely Be 2.5 Degrees Celsius Higher than Late 1800s

(p. A15) The Intergovernmental Panel on Climate Change has issued its latest report assessing the state of the climate and projecting its future. As usual, the media and politicians are exaggerating and distorting the evidence in the report.

. . .

As is now customary, the report emphasizes climate change in recent decades but obscures, or fails to mention, historical precedents that weaken the case that humanity’s influence on the climate has been catastrophic. The Summary for Policy Makers section says the rate of global sea-level rise has been increasing over the past 50 years. It doesn’t mention that it was increasing almost as rapidly 90 years ago before decreasing strongly for 40 years.

Extreme weather events are invoked as proof of impending disaster. But the floods in Europe and China and record temperatures across regions of the U.S. are weather, not climate—singular events, not decadeslong trends. Both Europe and China have experienced equally devastating floods in past centuries, but these are forgotten or deliberately ignored. The drought and wildfires in the Western U.S. are part of a trend going back a few decades, but forest management and expanding human presence in the forests are perhaps more important than climate change in causing these events.

. . .

Refreshingly, the report deems its highest-emissions scenarios of the future unlikely, even though those are the ones you’re mostly likely to hear about in media reports. The more plausible scenarios have an average global temperature in 2100 about 2.5 degrees celsius warmer than the late 1800s. The globe has already warmed 1 degree since that time, and the parties of the Paris Accord arbitrarily agreed to limit further warming to another degree. But since humanity’s well-being has improved spectacularly, even as the globe warmed during the 20th century, it is absurd to suggest that an additional degree of warming over the next century will be catastrophic. In fact, the AR5 report from 2014 says even 1.5 degrees of additional warming by 2100 will have minimal net economic impact.

For the full commentary, see:

Steven E. Koonin. “Climate Change Brings a Flood of Hyperbole.” The Wall Street Journal (Wednesday, Aug. 11, 2021): A15.

(Note: ellipses added.)

(Note: the online version of the commentary has the date August 10, 2021, and has the same title as the print version.)

Koonin’s commentary, quoted above, is related to his book:

Koonin, Steven E. Unsettled: What Climate Science Tells Us, What It Doesn’t, and Why It Matters. Dallas, TX: BenBella Books, 2021.

Men Are More Likely to Risk Their Lives for Others

(p. A15) “T” does what all superb popular science must do: It entertains as it educates.

. . .

Ultimately, “T” is a vigorous defense of the scientific method itself. Ms. Hooven summarizes: “Multiple independent sources of evidence can combine to strongly support a hypothesis, whether it’s about the cause of a rattle in your car, why your soufflé has collapsed, or why someone blocked you on Twitter. It’s just like that in science.”

. . .

. . . she’s emphatic that high T levels do not lead inexorably to rape and murder; mountains of data disprove this fallacy. She also gives testosterone its due: Men are far more likely “to put their lives on the line for others, and are massively overrepresented in the most dangerous occupations.” She lauds the men who protected her while she conducted fieldwork in the jungles; heroism, for her, thrives at the molecular level.

For the full review, see:

Hamilton Cain. “The Hormone of the Hour.” The Wall Street Journal (Tuesday, July 13, 2021): A15.

(Note: ellipses added.)

(Note: the online version of the review has the date July 12, 2021, and has the title “‘T’ Review: Hormone of the Hour.”)

The book under review is:

Hooven, Carole. T: The Story of Testosterone, the Hormone That Dominates and Divides Us. New York: Henry Holt and Co., 2021.

Auerbach Talked to Hikers, Skiers, and Divers to Advance Wilderness Medicine: “He Never Stopped”

(p. B10) Dr. Paul Auerbach, an emergency care physician who pioneered the field of wilderness medicine in the 1980s and then taught ways to heal people injured by the unpredictable, died on June 23 [2021] at his home in Los Altos, Calif.

. . .

Out in the wild, knowing how to treat a venomous snake bite or a gangrenous infection can mean the difference between life and death. In the 1970s, however, the specialized field of health care known as wilderness medicine was still in its infancy. Then Dr. Auerbach showed up.

A medical student at Duke University at the time, he went to work in 1975 with the Indian Health Service on a Native American reservation in Montana, and the experience was revelatory.

“We saw all kinds of cases that I would have never seen at Duke or frankly anywhere else except on the reservation,” Dr. Auerbach said in a recent interview given to Stanford University, where he worked for many years. “Snakebites. Drowning. Lightning strike.”

. . .

“I kept going back to literature to read, but there was no literature,” he said. “If I wanted to read about snake bites, I was all over the place. If I wanted to read about heat illness, I was all over the place. So I thought, ‘Huh, maybe I’ll do a book on wilderness medicine.’”

Dr. Auerbach started researching material for the book in 1978, when he began his medical residency at U.C.L.A., finding the time to do so despite grueling 12-hour hospital shifts. He collected information about how to treat burn wounds, hypothermia, frostbite and lightning injuries. He interviewed hikers, skiers and divers. And he assigned chapters to doctors who were passionate about the outdoors.

The resulting book, “Management of Wilderness and Environmental Emergencies,” which he edited with a colleague, Edward Geehr, was published in 1983 and is widely considered the definitive textbook in the field, with sections like “Protection From Blood-Feeding Arthropods” and “Aerospace Medicine: The Vertical Frontier.” Updated by Dr. Auerbach over 30 years, it is in its seventh edition and now titled “Auerbach’s Wilderness Medicine.”

. . .

Last year, shortly before he received his cancer diagnosis, the coronavirus pandemic began to take hold, and Dr. Auerbach decided to act.

“The minute it all first happened, he started working on disaster response,” his wife said. “Hospitals were running out of PPE. He was calling this person and that person to learn as much as he could. He wanted to find out how to design better masks and better ventilators. He never stopped.”

For the full obituary, see:

Alex Vadukul. “Dr. Paul Auerbach, 70, Who Pioneered Treatment of Wilderness Emergencies.” The New York Times, First Section (Tuesday, July 20, 2021): B10.

(Note: ellipses, and bracketed year, added.)

(Note: the online version of the obituary has the date July 19, 2021, and has the title “Dr. Paul Auerbach, Father of Wilderness Medicine, Dies at 70.”)

The latest edition of Auerbach’s book is:

Auerbach, Paul S., Tracy A. Cushing, and N. Stuart Harris, eds. Auerbach’s Wilderness Medicine. 7th ed. 2 vols. Philadelphia, PA: Elsevier, 2017.

Anderson Led NCR to Disrupt Its Own Cash Register Technology

I believe that Clayton Christensen (with Raynor) in The Innovator’s Solution, used the NCR transition from mechanical cash registers to electronic cash registers as an example of creative destruction that was NOT an example of his disruptive innovation. Alternatively, should this be considered a rare case where a firm succeeds in disrupting itself, especially rare because it was not implemented by the firm founders? (The usual case of rare self-disruption is HP disrupting its laser printer by developing the ink jet printer.)

(p. A9) The same self-belief that kept Mr. Anderson alive as a POW gave him confidence he could save NCR.

“The most important message I try to get across to our managers all over the world is that we are in trouble but we will overcome it,” he told Business Week, which reported that he had the “stance and mien of a middleweight boxer.”

Founded in 1884, NCR was comfortably entrenched as a dominant supplier of mechanical cash registers and machines used in accounting and banking. It underestimated the speed at which microelectronics and computers would wipe out its legacy product line. By the early 1970s, NCR was losing sales to more nimble rivals.

A factory complex covering 55 acres in Dayton made hundreds of exceedingly complicated machines rapidly becoming obsolete. Mr. Anderson found that NCR was using about 130,000 different parts, including more than 9,000 types and sizes of screws. For 1972, his first year as president, NCR took a $70 million charge, largely to write down the value of parts and inventory and replace outdated production equipment.

Mr. Anderson slashed the payroll and invested in new products, including automated teller machines and computers. Profitability recovered, and NCR reported record revenue of $4.07 billion for 1984, the year he retired as chairman.

For the full obituary, see:

James R. Hagerty. “Former POW Revived National Cash Register.” The Wall Street Journal (Saturday, July 10, 20211): A9.

(Note: the online version of the obituary has the date July 6, 2021, and has the title “Former Prisoner of War Saved NCR From Obsolescence.”)

The Christensen co-authored book mentioned above is:

Christensen, Clayton M., and Michael E. Raynor. The Innovator’s Solution: Creating and Sustaining Successful Growth. Boston, MA: Harvard Business School Press, 2003.