The System Is “Rigged” by the “Unelected Permanent Governing Class”

(p. 10) With its broad historical scope, Eisinger’s book lacks the juicy, infuriating details of “Chain of Title,” David Dayen’s chronicle of foreclosure fraud — another instance of white-collar crime that went largely unpunished. With its emphasis on institutions and incentives, it doesn’t serve up the red meat of Matt Taibbi’s “The Divide,” a stinging indictment of the justice system’s unequal treatment of corporate executives and street-level drug offenders. But for someone familiar with the political landscape of the contemporary United States, Eisinger’s account has the ring of truth.
After decades in which Wall Street masters of the universe were lionized in the media and popular culture, star investment bankers — rich, usually white men in nice suits — just don’t match the popular image of criminals. Democrats as well as Republicans cozied up to big business, outsourcing the Treasury Department to Wall Street and the Justice Department to corporate law firms. Even after the financial system collapsed, the Obama administration’s priority was to bail out the megabanks — to “foam the runway,” in Treasury Secretary Tim Geithner’s words. The Justice Department became increasingly staffed by intelligent, status-seeking, conformist graduates of the nation’s top law schools — all of whom had friends on Wall Street and in the defense bar. In that environment, the easy choice was to play along, strike a deal with an impressive-sounding fine (to be absorbed by shareholders) that held no one responsible, and avoid risking an acquittal or a hung jury. (The book’s title comes from then-U.S. Attorney James Comey’s name for prosecutors who had never lost a trial.) Corruption can take many forms — not just bags of cash under the table, but a creeping rot that saps our collective motivation to pursue the cause of justice. As Upton Sinclair might have written were he alive today: It is difficult to get a man to understand something, when his résumé depends upon his not understanding it.
There’s just one problem. While the “unelected permanent governing class” may have been willing to look the other way when highly paid bankers wrecked the economy, many of the workers who lost their jobs and families who lost their homes were not. Outside the Beltway, the fact that the Wall Street titans who blew up the financial system suffered little more than slight reductions in their bonuses only reinforced the perception that the “system” is “rigged” — with the consequences we know only too well. Many people simply want to live in a world that is fair. As Eisinger shows, this one isn’t.

For the full review, see:
JAMES KWAK. “Getting Away With It.” The New York Times Book Review (Sunday, JULY 9, 2017): 10.
(Note: ellipsis added.)
(Note: the online version of the review has the date JULY 5, 2017, and has the title “America’s Top Prosecutors Used to Go After Top Executives. What Changed?”)

The book under review, is:
Eisinger, Jesse. The Chickenshit Club: Why the Justice Department Fails to Prosecute Executives. New York: Simon & Schuster, 2017.

Lobstermen Retooling as Oyster Farmers

(p. A10) COREA, Me. — The boats start up around 3:30 in the morning, stirring the village with the babble of engines before they motor out to sea. They will return hours later, loaded with lobster.
Joe Young’s boat has not gone out lately. Instead, he puts on waders and sloshes into the salt pond behind his house, an inlet where water rushes in and out with the tides. After a lifetime with most of his income tied to what he finds in the sea, this lobsterman — and sixth-generation fisherman — is trying his hand at something new. He is farming oysters.
“Said I would never have a garden,” Mr. Young, 64, says, as he tends to his briny nursery. Tens of thousands of oysters the size of peanuts are growing inside porous boxes, stacked up like underwater file drawers, in a contraption called an “oyster condo.” He gives one of the boxes a shake, hoping to dislodge a slimy orange growth that has taken up residence, and flings away a green crab. Nearby, kelp he is growing sways lazily from a long underwater rope.
Reaching into the glassy water, Mr. Young plucks larger oysters from among the smooth stones, popping the mottled mollusks into a big white bucket.
“It’s different from lobstering,” Mr. Young said, “because I’m in the whole process.”
. . .
“Lobstermen are saying, ‘Boy, not (p. A11) only personally, but community level, we’re all invested in lobsters,’ ” Jon Lewis, the director of the state’s aquaculture division, said. ” ‘Natural resources tend to come and go. If this happens, what do I do?’ ”
. . .
To Mr. Young, aquaculture does not look so different from catching lobsters. “Fishermen are farmers,” he said. “There’s one crop, and it’s lobster.”

For the full story, see:
JESS BIDGOOD. “A Lobsterman Tries a New Line: Oyster Farmer.” The New York Times (Mon., OCT. 23, 2017): A10-A11.
(Note: ellipses added.)
(Note: the online version of the story has the date OCT. 10, 2017, and has the title “A FISHERMAN TRIES FARMING.”)

Can Incremental Oil Innovations Preserve Combustion Engines?

(p. A10) Big oil companies and giant auto makers are teaming up to preserve the internal combustion engine, as tough regulation and electric vehicles put the car industry’s century-old technology at risk. Their secret weapon: high-tech engine oil.
Exxon Mobil Corp., BP PLC, Royal Dutch Shell PLC and other oil companies are spending millions of dollars a year in concert with auto makers such as Ford Motor Co. and Fiat Chrysler Automobiles NV to create the next generation of super-slick engine lubricants. They are betting that the new, thinner oils will help them squeeze even more efficiency out of traditional car engines, allowing them to comply with stricter environmental rules and remain relevant as new technologies such as zero-emission electric vehicles gain traction.

For the full story, see:
Sarah Kent and Chester Dawson. “Combustion Engines Catch New Spark.” The Wall Street Journal (Mon., NOV. 20, 2017): A10.
(Note: the online version of the story has the date NOV. 18, 2017, and has the title “Big Oil and Auto Makers Throw a Lifeline to the Combustion Engine.”)

Google Did Evil in Firing Damore

(p. C2) I was fired by Google this past Monday [Aug. 7, 2017] for a document that I wrote and circulated internally raising questions about cultural taboos and how they cloud our thinking about gender diversity at the company and in the wider tech sector. I suggested that at least some of the male-female disparity in tech could be attributed to biological differences (and, yes, I said that bias against women was a factor too). Google Chief Executive Sundar Pichai declared that portions of my statement violated the company’s code of conduct and “cross the line by advancing harmful gender stereotypes in our workplace.”
My 10-page document set out what I considered a reasoned, well-researched, good-faith argument, but as I wrote, the viewpoint I was putting forward is generally suppressed at Google because of the company’s “ideological echo chamber.” My firing neatly confirms that point. How did Google, the company that hires the smartest people in the world, become so ideologically driven and intolerant of scientific debate and reasoned argument?
. . .
For many, including myself, working at Google is a major part of their identity, almost like a cult with its own leaders and saints, all believed to righteously uphold the sacred motto of “Don’t be evil.”

For the full story, see:

James Damore. “Why I Was Fired by Google.” The Wall Street Journal (Sat., Aug. 12, 2017): C2.

(Note: ellipsis, and bracketed date, added.)
(Note: the online version of the story has the date Aug. 11, 2017.)

Knowledge Transforms a Weed into a Resource

(p. A10) ZADAR, Croatia — For generations, residents of Zadar, an idyllic town on the Adriatic coast of Croatia, used the dry, stringy stems and yellow blossoms of a common variety of a wild daisy as kindling, mostly to singe the hair off pigs destined for the spit.
But about five years ago, cosmetics manufacturers and the essential oils industry started using a rare extract from the flower — known as the curry plant for its spicy aroma — as a critical ingredient in high-end creams, ointments and tinctures, sold for their purported rejuvenating powers.
So let the pigs shave themselves, local residents decided, turning their attention to gathering bushels of the once widely ignored weed, in hopes of creating a new local industry to add to an economy based on construction, fruit farming, olive oil and a touch of tourism.

For the full story, see:
JOSEPH OROVIC. “ZADAR JOURNAL; Croatian Farmers’ Hopes of New Life Rest on a Weed Called Immortelle.” The New York Times (Fri., NOV. 24, 2017): A10.
(Note: the online version of the story has the date NOV. 23, 2017, and has the title “ZADAR; JOURNAL; Can a Wild Daisy Rejuvenate Croatia’s Farming Economy?”)

Price “Gouging” Encourages Demanders to Conserve and Suppliers to Supply

(p. A17) . . . price hikes are a response to scarcity, and signals that reveal the true severity of scarcity are critical during storms and other crises. Price hikes let consumers know that fuel is scarcer than it was. Price hikes prompt consumers to use fuel more judiciously, buying less gasoline than they would at a lower price. They take fewer unnecessary trips, diminishing pressure on supplies. Price hikes also create a financial incentive for suppliers from outside the area to move their product into high-demand zones. As supplies return to normal, so do prices.
. . .
Year’s revelers in New York City welcomed 2015, Uber’s surge-pricing algorithm stopped working for nearly 30 minutes. Without the guarantee of extra pay, drivers had little incentive to brave New Year’s traffic. Requests spiked 300%, wait times doubled, and the rate of completed trips fell 80%. People who really needed Ubers–and would have been willing to pay surge pricing–couldn’t get a ride.
. . .
Price increases are an important means of encouraging as many people as possible to cope as well and as creatively as possible with natural disasters. True, the rising price of goods like gasoline can create problems for consumers, particularly the poor. But these drawbacks are negligible compared to the life-threatening shortages that can result when ill-informed public outrage keeps prices artificially low. Even a poor person is better off being able to buy a bottle of water for $10 when the alternative is to have $10 and go thirsty.

For the full commentary, see:
Donald J. Boudreaux. “‘Price Gouging’ After a Disaster Is Good for the Public; If government prohibits suppliers from charging more, consumers hoard, exacerbating shortages.” The Wall Street Journal (Weds., OCT. 4, 2017): A17.
(Note: ellipses added.)
(Note: the online version of the commentary has the date OCT. 3, 2017.)

Reinvesting Profits Enables the Scaling Up of Success

(p. A17) Muhammad Yunus has big goals: zero world poverty, zero unemployment and zero net carbon emissions.
. . .
Mr. Yunus has long been a hero of mine for his innovative faith in the resourcefulness of low-income people.
. . .
If you want to motivate support for social enterprise, a utopian promise of “A World of Three Zeros” makes for a better book title than “Helping 60 Albanian Farmers Grow Herbs.” And Mr. Yunus’s paean to entrepreneurship does indeed deliver inspiration about the power of human creativity. But problematic arguments remain, especially his imprecise criticisms of the current economic system and the implausibility of replacing the whole system with social entrepreneurship.
A major problem is one of scale. Mr. Yunus’s many social-enterprise examples are all on the same micro level as the 60 Albanian herb farmers. And while there’s nothing wrong with making a large number of small-scale efforts to help a great many people, it doesn’t qualify as a whole new system for the $76 trillion global economy. Mr. Yunus doesn’t confront the scaling problem. He could have noted, for instance, that successful social entrepreneurs, unlike successful private entrepreneurs, by definition don’t get the high profits to reinvest in scaling up successes.

For the full review, see:
William Easterly. “BOOKSHELF; How to Solve Global Poverty.” The Wall Street Journal (Sat., Oct. 3, 2017): A17.
(Note: ellipses added.)
(Note: the online version of the review has the date Oct. 2, 2017.)

The book under review, is:
Yunus, Muhammad. A World of Three Zeros: The New Economics of Zero Poverty, Zero Unemployment, and Zero Net Carbon Emissions. New York: PublicAffairs, 2017.

Firms Compete in Product Market and Cooperate in Parts Market

(p. B1) When the iPhone X goes on sale next month, Apple Inc.’s rival, Samsung Electronics Co., has good reason to hope it is a roaring success.
The South Korean company’s giant components division stands to make $110 from for each top-of-the-line, $1,000 iPhone X that Apple sells.
The fact reflects a love-hate dynamic between the phone makers that is one of the more unusual relationships in business. While each company vies to get consumers to buy its gadgets, Samsung’s parts operation stands to make billions of dollars supplying screens and memory chips for the new iPhone–parts that Apple relies on for its most important product.

For the full story, see:
Timothy W. Martin and Tripp Mickle. “Samsung To Benefit If iPhone X Is a Success.” The Wall Street Journal (Tues., Oct. 3, 2017): B1 & B5.
(Note: ellipsis, and bracketed date, added.)
(Note: the online version of the story has the date Oct. 2, 2017, and has the title “Why Apple Rival Samsung Also Wins If iPhone X Is a Hit.”)

FCC Spectrum Regulations Drive Innovators to Bankruptcy

(p. A17) In 2004 the FCC moved to relax L-Band rules, permitting deployment of a terrestrial mobile network. Satellite calls would continue, but few were being made, and sharing frequencies with cellular devices made eminent sense. By 2010, L-Band licensee LightSquared was ready to build a state-of-the-art 4G network, and the FCC announced that the 40 MHz bandwidth would become available. LightSquared quickly spent about $4 billion of its planned $14 billion infrastructure rollout. Americans would soon enjoy a fifth nationwide wireless choice.
But in 2012 the FCC yanked LightSquared’s licenses. Various interests, from commercial airlines to the Pentagon, complained that freeing up the L Band could cause interference with Global Positioning System devices, since they are tuned to adjacent frequencies. Yet cheap remedies–such as a gradual roll-out of new services while existing networks improved reception with better radio chips–were available. In reality, the costliest spectrum conflicts emanate from overprotecting old services at the expense of the new. With its licenses snatched away, LightSquared instantly plunged into bankruptcy.
. . .
. . . regulatory impediments continue to block progress. Years after the L-Band spectrum was slated for productive use in 4G, it lies fallow–now delaying upgrades to 5G.

For the full commentary, see:
Thomas W. Hazlett. “How Politics Stalls Wireless Innovation; The FCC unveiled its National Broadband Plan in 2010–but couldn’t stick to it.” The Wall Street Journal (Mon., Oct. 2, 2017): A17.
(Note: ellipses added.)
(Note: the online version of the commentary has the date Oct. 1, 2017.)

The commentary, quoted above, is related to the author’s book:
Hazlett, Thomas W. The Political Spectrum: The Tumultuous Liberation of Wireless Technology, from Herbert Hoover to the Smartphone. New Haven, CT: Yale University Press, 2017.

Musk Fires Under-Performing Workers to Speed Output of Mass-Market Electric Sedans

(p. B4) DETROIT — The electric-car maker Tesla fired hundreds of workers this week after a series of performance reviews conducted during the biggest expansion in the company’s history.
Tesla said Friday [Oct. 13, 2017] that the dismissals were not out of the ordinary, even though they came as the automaker tries to increase the production of its first mass-market vehicle, the Model 3 sedan.
The company has been criticized for the slow pace of its early production of the new model, which has generated hundreds of thousands of deposits from prospective buyers.
Tesla built about 25,000 vehicles in the three months that ended Sept. 30, but only 260 of those were Model 3s — considerably fewer than the 1,500 it had projected. The automaker has attributed the low production rate of the new car to unexpected bottlenecks in its manufacturing system.

For the full story, see:
BILL VLASIC. “Tesla Fires Hundreds of Workers.” The New York Times (Sat., OCT. 14, 2017): B4.
(Note: bracketed date added.)
(Note: the online version of the story has the date OCT. 13, 2017, and has the title “Tesla Fires Hundreds as It Tries to Speed Production of an Electric Sedan.”)

Rate of Inflation Is Still a “Mystery” to Economists

(p. A2) CLEVELAND–Federal Reserve Chairwoman Janet Yellen on Tuesday [Sept. 26, 2017] defended the central bank’s projection for a gradual path of rate increases over the next few years despite the past few months of unexpectedly low inflation.
. . .
Inflation, under the Fed’s preferred measure, has undershot the central bank’s 2% target for much of the past five years. Although Ms. Yellen said she expects inflation to gradually move up to the target, she acknowledged the uncertainty surrounding that prediction.
. . .
“How should policy be formulated in the face of such significant uncertainties? In my view, it strengthens the case for a gradual pace of adjustments,” Ms. Yellen told a National Association for Business Economics conference in Cleveland.
. . .
Still, the Fed’s understanding of inflation is “imperfect,” she said, calling the shortfall in inflation “a mystery.” “We recognize that something more persistent may be responsible for the current undershooting.”

For the full story, see:
David Harrison. “Yellen Firm on Rates; Inflation a ‘Mystery’.” The Wall Street Journal (Weds., Sept. 27, 2017): A2.
(Note: ellipses, and bracketed date, added.)
(Note: the online version of the story has the date Sept. 26, 2017, and has the title “Yellen Defends Fed Rate-Rise Plan Despite ‘Mystery’ of Low Inflation.”)