Category: Entrepreneurship

Reticent George Lucas Has Single-Minded Work Ethic

(p. C12) Although sometimes mocked by his contemporaries for his laborious approach to screenwriting (the script for “Star Wars” would evolve painfully over two years, as Mr. Jones describes in detail), Mr. Lucas developed for “Star Wars” a prodigious range of characters and settings. He had always loved make-believe, he recalled, “but it was the kind of make-believe that used all the technological toys I could come by, like model airplanes and cars.” Mr. Lucas earned respect as a shrewd and unsentimental negotiator. “I don’t borrow money,” he would say flatly, and his work ethic was second to none. From the outset, he foresaw the potential of merchandising, and by the late 1970s virtually every child in America and around the world would cherish his or her “Star Wars” figurines. In 1975, he established Industrial Light & Magic, a company that has produced the special effects not just for Mr. Lucas’s films but also for many Oscar-winning titles of the next 20 years, including “Jurassic Park.” He believed in the potential of computer games and perhaps regretted having sold his brainchild Pixar to Steve Jobs in 1986, far too early. He embraced the digital era, even predicting the advent of pay-per-view and online streaming.
Mr. Jones returns time and again to Mr. Lucas’s single-minded personality, in which work almost always took precedence. Fiercely independent, he was quite simply “the boss,” refusing to compromise with studio demands. Mr. Jones notes that Mr. Lucas has had “an inherent ability to hire the right people, and a preternatural knack for asking the right questions.” Diagnosed early on as a diabetic, Mr. Lucas has eschewed drugs and liquor. Reticent but not quite a recluse, devoted to his children, he hovers tantalizingly beyond the reach of the gossip columnists.

For the full review, see:
PETER COWIE. “A Death Star Is Born.” The Wall Street Journal (Sat., December 10, 2016): C12.
(Note: the online version of the review has the date Dec. 9, 2016, and has the title “George Lucas: The Edison of the Movie Industry.”)

The book under review, is:
Jones, Brian Jay. George Lucas: A Life. New York: Little, Brown and Company, 2016.

Cloud-Computing Firms Run Key Services on Private Servers

(p. B8) For nearly a decade, Amazon Web Services, the giant retailer’s cloud computing division, has told prospective customers: Ditch your data center and trust us to run your applications, store your data and host your internal software development.
Yet Amazon.com Inc. itself doesn’t fully run in the cloud.
Amazon isn’t alone. The other top cloud providers– Google Inc., Microsoft Corp. and International Business Machines Corp.–use their own cloud services for some purposes, but they continue to keep certain functions on private servers. Their struggles are a microcosm of the issues that dog their customers: Worries about reliability, security and risks inherent with change that have made it hard to move critical computing tasks to the public cloud.
“The vast majority of Amazon.com runs on AWS,” a company spokesperson said, and it intends to run everything there eventually.
The fact that Amazon still uses private servers is “ironic,” said Ed Anderson, an analyst with Gartner, which advises customers on both cloud services and data center servers. “That’s exactly why we tell people evaluating cloud services, ‘Do not buy into the hype. Do not buy into the myths. You have to be pragmatic, just like these vendors are,'” he said.

For the full story, see:
ROBERT MCMILLAN. “Companies Touting Cloud-Computing Don’t Always Use It.” The Wall Street Journal (Weds., Aug. 5, 2015): B8.
(Note: the online version of the story has the date Aug. 4, 2015, and has the title “Cloud-Computing Kingpins Slow to Adapt to Own Movement.”)

Unbinding Entrepreneurs Can Create Jobs and Speed Growth

(p. A21) This week more than 160 countries are celebrating Global Entrepreneurship Week. The Kauffman Foundation, which I once led, created this event eight years ago to encourage other nations to follow the American tradition of bottom-up economic success. Yet this example has been less powerful in recent years, as American entrepreneurship has waned. Fortunately, President-elect Donald Trump has plenty of options if he wants to resurrect America’s startup economy.
Consider the economic situation that the president-elect is inheriting. Despite the addition of 161,000 jobs in October, the labor-force participation rate fell to its second lowest level in nearly 40 years, according to the St. Louis Federal Reserve. More people have joined the ranks of the chronically unemployed, slipping into poverty at alarming rates as their skills decay and dependency on public assistance grows. Considering population growth, America needs at least 325,000 new jobs every month to stanch the growing numbers of discouraged workers, according to the Bureau of Labor Statistics.
Merely bringing back factories from overseas will not solve this problem. Technology has made every factory more productive. Fewer workers make more goods no matter where they’re located. At the same time, fewer U.S. businesses are being started. New firms are the country’s principal generator of new jobs. Data from the Kauffman Foundation suggest companies less than five years old create more than 80% of new jobs every year. While the nation seems more enthusiastic than ever about the promise of entrepreneurship, fewer than 500,000 new businesses were started in 2015. That is a disastrous 30% decline from 2008.
. . .
What can President Trump do to encourage more entrepreneurship?
. . .
Government must . . . widen the scope of innovation by stepping back and letting the market find the future. By promoting trendy ideas and subsidizing politically favored companies, government dampens diversity in creative business ideas.
. . .
Mr. Trump can also reverse regulatory sprawl and cut government-imposed requirements that add to every entrepreneurs’ costs and risks. Anti-growth policies like ObamaCare and minimum-wage increases make hiring workers prohibitively expensive.
. . .
With these policies in mind, President Trump should set another goal: that his administration will create an environment that enables one million Americans to start companies every year. Such an outcome would assure his target of 4% GDP growth, as well as full employment.

For the full commentary, see:
CARL J. SCHRAMM. “The Entrepreneurial Way to 4% Growth; Trump should set a goal: fix the business climate so a million Americans a year can start companies.” The Wall Street Journal (Weds., Nov. 16, 2016): A21.

Not All Secure Jobs Are Good Jobs

(p. C8) The village idiot of the shtetl of Frampol was given the job of waiting at the village gates for the arrival of the Messiah. The pay wasn’t great, he was told, but the work was steady.

For Epstein’s book recommendations, see:
Joseph Epstein. “12 Months of Reading.” The Wall Street Journal (Sat., December 10, 2016): C8.
(Note: the online version of the review has the date Dec. 7, 2016, and has the title “Books of The Times; Review: ‘A Truck Full of Money’ and a Thirst to Put It to Good Use.”)

Invention Requires More than Just Necessity

If necessity is the mother of invention, why did it take 2,000 years for necessity to give birth?

(p. D2) Archaeological evidence suggests that after setting sail from the Solomon Islands, people crossed more than 2,000 miles of open ocean to colonize islands like Tonga and Samoa. But after 300 years of island hopping, they halted their expansion for 2,000 years more before continuing — a period known as the Long Pause that represents an intriguing puzzle for researchers of the cultures of the South Pacific.
“Why is it that the people stopped for 2,000 years?” said Dr. Montenegro. “Clearly they were interested and capable. Why did they stop after having great success for a great time?”
To answer these questions, Dr. Montenegro and his colleagues ran numerous voyage simulations and concluded that the Long Pause that delayed humans from reaching Hawaii, Tahiti and New Zealand occurred because the early explorers were unable to sail through the strong winds that surround Tonga and Samoa. They reported their results last week in the journal of the Proceedings of the National Academy of Sciences.
“Our paper supports the idea that what people needed was boating technology or navigation technology that would allow them to move efficiently against the wind,” Dr. Montenegro said.

For the full story, see:
NICHOLAS ST. FLEUR. “Long Layovers: A 2,000-Year Pause in Exploring Oceania.” The New York Times (Sat., November 8, 2016): D2.
(Note: the online version of the story has the date NOV. 1 [sic], 2016, and has the title “How Ancient Humans Reached Remote South Pacific Islands.” The passages quoted above are from the much-longer online version of the article.)

Montenegro’s academic article, mentioned above, is:
Montenegro, Álvaro, Richard T. Callaghan, and Scott M. Fitzpatrick. “Using Seafaring Simulations and Shortest-Hop Trajectories to Model the Prehistoric Colonization of Remote Oceania.” Proceedings of the National Academy of Sciences 113, no. 45 (Nov. 8, 2016): 12685-90.

Best Entrepreneurs, and Managers, Help Workers Lead Meaningful Lives

(p. C6) In “Payoff,” Dan Ariely makes the strong case that the best way to motivate people, including ourselves, is not through persuasive tactics, however subtle, but by providing the groundwork for meaning in people’s lives.

For Altucher’s full book recommendations, see:
James Altucher. “12 Months of Reading.” The Wall Street Journal (Sat., December 10, 2016): C6.
(Note: the online version of the review has the date Dec. 7, 2016, and has the title “James Altucher on con artists.”)

The book recommended, is:
Ariely, Dan. Payoff: The Hidden Logic That Shapes Our Motivations, Ted Books. New York: Simon & Schuster, Inc., 2016.

Micro-Entrepreneur Worked Hard, Saved, and Has No Regrets

(p. 1) PORT HEDLAND, Australia — A lanky, dark-haired surfer, Lee Meadowcroft modeled on the runways of London, Milan and Singapore, then followed his dream of going home to Australia to sell herbal medicines. His store failed — he had chosen the wrong street, he says — and he lost almost all his savings. By then, the fashion world had found fresher faces.

So like tens of thousands of other Australians, Mr. Meadowcroft went to the mines.

It was late 2004. He plowed his last $4,000 into a two-week course on how to operate a crane. He found companies so desperate for workers that they would send chauffeured cars to pick up prospective welders, electricians and crane operators and deliver them to the nearest airport for their flights to mining country, here on Australia’s remote northwestern coast.

China back then was growing at a breathtaking pace and needed all the Australian rocks it could get. Mine workers like Mr. Meadowcroft kept a punishing schedule: 13 consecutive days of 12-hour shifts, a day off, then another 13 consecutive days of 12-hour (p. 4) shifts. Mining fueled Australia’s surging exports to China, which at their peak reached nearly $100 billion a year — a figure representing $4,300 for every man, woman and child in the country.

Resource-rich places around the world prospered thanks to China, and Mr. Meadowcroft and his fellow Port Hedland equipment jockeys were no exception. By 2011 he was earning $250,000 a year.

. . .

The bust came just as hard and just as fast. China’s economic slowdown left too many mines to feed too many dormant Chinese steel mills. Construction of new mines stopped. Port Hedland’s economy slumped. Mr. Meadowcroft lost his job, then lost a second job. Like thousands of others, he went back home.

Mr. Meadowcroft’s tale could serve as yet another boom-and-bust cautionary tale of the limits of China’s rise. From Russia to Brazil, and Nigeria to Venezuela, resource-rich countries that boomed during China’s surge found their economies shaken when Chinese demand slowed.

Except something unexpected has happened to Australia: It has withstood the global rout. Most mines — lower-cost compared with mines elsewhere — have stayed open. But Australia has also kept thriving, against all expectations, with a different kind of money flowing in from China.

Attracted by clean air, a strong education system and worries about China’s future, more Chinese are spending their money in Australia. Thousands of Chinese families have sent their children to study at costly Australian universities, and Australian food exports to China have boomed. Chinese investment in Australian real estate has increased at least tenfold since 2010; Chinese investors have purchased up to half the new apartments in downtown Melbourne and Sydney.

. . .

. . . for people like Mr. Meadowcroft and others in Western Australia who were cut loose by the mining slump, Chinese money is a blessing. He now lives in the Western Australia capital city of Perth and works as an apprentice plumber in new housing developments aimed at Chinese buyers. He earns just $21,000 a year, but that could double or triple when he finishes his apprenticeship.

. . .

(p. 5) . . . for now, Chinese money is still flowing. Many miners who squandered their earnings during the iron ore boom are now trying to catch up in construction jobs. But many others socked away their money from the boom and have used those savings to buy homes or start small businesses.

“They were micro-entrepreneurs,” said Tom Barratt, a University of Western Australia doctoral student who is doing his thesis on labor markets in the Pilbara hills.

Mr. Meadowcroft is among those savers. He bought a house and soon paid off most of the mortgage. He also married his longtime girlfriend after years of commuting to far-flung mines and ports, and is now raising two children as he learns to be a plumber.

Although his savings account is much smaller now, he has no regrets about the boom years. “That was 12 years of really hard work,” he said, “to achieve what a lot of people don’t achieve in their whole lives.”

For the full story, see:

KEITH BRADSHER. “Money From the Dust.” The New York Times, SundayBusiness Section (Sun., SEPT. 25, 2016): 1 & 4-5.

(Note: ellipses added.)

(Note: the online version of the story has the date SEPT. 24, 2016, and has the title “In Australia, China’s Appetite Shifts From Rocks to Real Estate.”)

Europeans Regulate, or Not, Based on Which Label They Arbitrarily Apply to Uber

(p. B8) LUXEMBOURG — Uber asserted on Tuesday [November 28, 2016] that it was helping to bolster Europe’s digital economy as part of its defense in a long-awaited hearing to decide how the popular ride-hailing service should be able to operate across the region.
. . .
At the heart of the European court case — a ruling is not expected until April, at the earliest — is whether Uber should be considered a transportation service or a digital platform, which acts independently to connect third-party drivers with passengers.
If the company is defined as a transportation service, it must comply with national laws that may restrict how Uber grows in Europe.
Yet if the judges rule the company is just an intermediary that connects drivers with passengers, legal experts say, Uber may gain greater freedom to offer more transportation, food delivery and other services to European consumers.

For the full story, see:
MARK SCOTT. “Is Uber a Car Service or a Digital Platform?” The New York Times (Weds., NOV. 30, 2016): B8.
(Note: ellipsis, and bracketed date, added.)
(Note: the online version of the story has the date NOV. 29, 2016, and has the title “Uber, Seeking to Expand, Defends Itself at Europe’s Highest Court.”)

Blockchain Can Cut Out Financial Middlemen

(p. A9) Blockchains are basically a much better way of managing information. They are distributed ledgers, run on multiple computers all over the world, for recording transactions in a way that is fast, limitless, secure and transparent. There is no central database overseen by a single institution responsible for auditing and recording what goes on. If you and I were to engage in a transaction, it would be executed, settled and recorded on the blockchain and evident for all to see, yet encrypted so as to be villain-proof. “The new platform enables a reconciliation of digital records regarding just about everything in real time,” write the Tapscotts. No more waiting for that check to clear. It would all be done and recorded for eternity before you know it.
The digital currency bitcoin is currently the best-known blockchain technology. If I wanted to pay you using bitcoin, I would start with a bitcoin wallet on my computer or phone and buy bitcoins using dollars. I would then send you a message identifying the bitcoin I would like to send you and sign the transaction using a private key. The heavily encrypted reassignment of the bitcoin to your wallet is recorded and verified in the bitcoin ledger for all to see, and they are now yours to spend. The transaction is likely more secure and cheaper than a traditional bank transfer.
. . .
The layman, . . . , might want to wait for a more penetrable explanation of blockchains to come along–as one surely will if the authors’ predictions are even one-zillionth right.​

For the full review, see:
PHILIP DELVES BROUGHTON. “BOOKSHELF; Bitcoin Is Just The Beginning; Imagine a personal-identity service that gives us control over selling our personal data. Right now, Google and Facebook reap the profit.” The Wall Street Journal (Fri., May 27, 2016): A9.
(Note: ellipses added.)
(Note: the online version of the review has the date May 26, 2016.)

The book under review, is:
Tapscott, Don, and Alex Tapscott. Blockchain Revolution: How the Technology Behind Bitcoin Is Changing Money, Business, and the World. New York: Portfolio, 2016.

Tesla Fights Car Dealership Monopoly

(p. B4) Tesla Motors Inc. filed an application for a dealership license in Michigan, setting up a potential legal fight over the state’s ban on selling cars directly to consumers.
. . .
About a year ago, Michigan passed a law prohibiting car makers from selling directly to customers in the state without an independent dealer as an intermediary. Tesla has opposed such dealer-franchise laws, calling them anticompetitive. Tesla allows customers to order vehicles directly from the company, something that other manufacturers are prohibited from doing.
A formal denial of its application by Michigan could prompt Tesla to pursue additional legal avenues to fight a law it calls “very harmful.”
“Tesla is committed to being able to serve its customers in Michigan, and is working with the legislature to accomplish that. The existing law in Michigan is very harmful to consumers,” a Tesla spokeswoman said. “Tesla will take all appropriate steps to fix this broken situation.”
. . .
Michigan and Texas are among a small group of states that have a flat prohibition on any direct sales. The laws were created to prevent car makers from building their own stores that would ​then ​compete with independent​dealerships. Michigan Automotive Dealers Association couldn’t immediately be reached for comment.
Such competition could potentially undercut independent dealerships’ prices and undermine investments made in their stores, according to lawyers and economists who have scrutinized dealer-franchise laws.

For the full story, see:
Ramsey, Mike. “Tesla Seeks License to Sell Cars in Michigan.” The Wall Street Journal (Tues., Feb. 2, 2016): B4.
(Note: ellipses added.)
(Note: the online version of the article has the date Feb. 1, 2016, and has the title “Tesla Motors Files for a Dealership License in Michigan.” The online version is slightly different from the print version. The passage quoted above is from the online version.)

Udacity Entrepreneur Counters Creeping Credentialism

(p. B2) Udacity, an online learning start-up founded by a pioneer of self-driving cars, is finally taking the wraps off a job trial program it has worked on for the last year with 80 small companies.
The program, called Blitz, provides what is essentially a brief contract assignment, much like an internship. Employers tell Udacity the skills they need, and Udacity suggests a single candidate or a few. For the contract assignment, which usually lasts about three months, Udacity takes a fee worth 10 to 20 percent of the worker’s salary. If the person is then hired, Udacity does not collect any other fees, such as a finder’s fee.
For small start-ups, a hiring decision that goes bad can be a time-consuming, costly distraction. “This lets companies ease their way into hiring without the hurdle of making a commitment upfront,” said Sebastian Thrun, co-founder and chairman of Udacity.
. . .
Mr. Thrun, a former Stanford professor and Google engineer who led the company’s effort in self-driving cars, said he was also trying to nudge the tech industry’s hiring beyond its elite-college bias.
“For every Stanford graduate, there are hundreds of people without that kind of pedigree who can do just as well,” he said.

For the full story, see:
STEVE LOHR. “Udacity, an Education Start-Up, Offers Tech Job Tryouts.” The New York Times (Fri., NOV. 18, 2016): B2.
(Note: ellipsis added.)
(Note: the online version of the story has the date NOV. 17, 2016, and has the title “Udacity, an Online Learning Start-Up, Offers Tech Job Trials.”)