Category: Entrepreneurship

Incumbent Italian Firms Invest in Cronyism, Not Innovation

I heard an intriguing paper at the January 2020 AEA meetings in San Diego. It shows that, at least in Italy, big incumbent firms protect their position more through investment in cronyism than through investment in innovation. The abstract of the NBER working paper version of the paper appears below.

Do political connections affect firm dynamics, innovation, and creative destruction? We study Italian firms and their workers to answer this question. Our analysis uses a brand-new dataset, spanning the period from 1993 to 2014, where we merge: (i) firm-level balance sheet data; (ii) social security data on the universe of workers; (iii) patent data from the European Patent Office; (iv) the national registry of local politicians; and (v) detailed data on local elections in Italy. We find that firm-level political connections are widespread, especially among large firms, and that industries with a larger share of politically connected firms feature worse firm dynamics. We identify a leadership paradox: When compared to their competitors, market leaders are much more likely to be politically connected, but much less likely to innovate. In addition, political connections relate to a higher rate of survival, as well as growth in employment and revenue, but not in productivity – a result that we also confirm using a regression discontinuity design. We build a firm dynamics model, where we allow firms to invest in innovation and/or political connection to advance their productivity and to overcome certain market frictions. Our model highlights a new interaction between static gains and dynamic losses from rent-seeking in aggregate productivity.

The abstract quoted above is from:

Akcigit, Ufuk, Salome Baslandze, and Francesca Lotti. “Connecting to Power: Political Connections, Innovation, and Firm Dynamics.” NBER Working Paper #25136, National Bureau of Economic Research, Inc., Oct. 2018.

Flying Cars Face “a Long Road to Regulatory Approval”

(p. B3) Curtiss Autoplane. Fulton Airphibian. Taylor Aerocar.

Businesses and entrepreneurs have been promising a mass-produced flying car for more than a century. None have succeeded, but that hasn’t stopped Hyundai and Uber from wanting in on the action.

. . .

. . . there is a long road to regulatory approval. According to Morgan Stanley, air taxis will probably be used first in package delivery, which has fewer technical and regulatory barriers.

For the full story, see:

Niraj Chokshi. “Hail a Flying Car? Soon, Hyundai and Uber Say.” The New York Times (Wednesday, January 8, 2020): B3.

(Note: ellipses added.)

(Note: the online version of the story has the date Jan. 7, 2020, and has the title “Where’s Your Flying Car? Hyundai and Uber Say They’re Working on It.”)

Facebook’s “Lord of the Rings” Defense of Free Speech

(p. B1) On Dec. 30, [2019] Andrew Bosworth, the head of Facebook’s virtual and augmented reality division, wrote on his internal Facebook page that, as a liberal, he found himself wanting to use the social network’s powerful platform against Mr. Trump. But citing the “Lord of the Rings” franchise and the philosopher John Rawls, Mr. Bosworth said that doing so would eventually backfire.

“I find myself desperately wanting to pull any lever at my disposal to avoid the same result,” he wrote. “So what stays my hand? I find myself thinking of the Lord of the Rings at this moment.

“Specifically when Frodo offers the ring to Galadrial and she imagines using the power righteously, at first, but knows it will eventually corrupt her,” he said, misspelling the name of the character Galadriel. “As tempting as it is to use the tools available to us to change the outcome, I am confident we must never do that or we will become that which we fear.”

For the full story, see:

Kevin Roose, Sheera Frenkel and Mike Isaac. “Agonizing at Facebook Over Trump.” The New York Times (Wednesday, January 8, 2020): B1 & B7.

(Note: bracketed year added.)

(Note: the online version of the story has the date Jan. 7, 2020, and has the title “Don’t Tilt Scales Against Trump, Facebook Executive Warns.”)

National Institutes of Health Rejected Funding for Moir’s Radical Theories

(p. B14) Robert D. Moir, a Harvard scientist whose radical theories of the brain plaques in Alzheimer’s defied conventional views of the disease, but whose research ultimately led to important proposals for how to treat it, died on Friday [December 20, 2019] at a hospice in Milton, Mass. He was 58.

His wife, Julie Alperen, said the cause was glioblastoma, a type of brain cancer.

Dr. Moir, who grew up on a farm in Donnybrook, a small town in Western Australia, had a track record for confounding expectations. He did not learn to read or write until he was nearly 12; Ms. Alperen said he had told her that the teacher at his one-room schoolhouse was “a demented nun.” Yet, she said, he also knew from age 7 that he wanted to be a scientist.

. . .

Conventional wisdom held that beta amyloid accumulation was a central part of the disease, and that clearing the brain of beta amyloid would be a good thing for patients.

Dr. Moir proposed instead that beta amyloid is there for a reason: It is the way the brain defends itself against infections. Beta amyloid, he said, forms a sticky web that can trap microbes. The problem is that sometimes the brain goes overboard producing it, and when that happens the brain is damaged.

The implication is that treatments designed to clear the brain of amyloid could be detrimental. The goal would be to remove some of the sticky substance, but not all of it.

The idea, which Dr. Moir first proposed 12 years ago, was met with skepticism. But he kept at it, producing a string of papers with findings that supported the hypothesis. Increasingly, some of the doubters have been won over, said Rudolph Tanzi, a close friend and fellow Alzheimer’s researcher at Harvard.

Dr. Moir’s unconventional ideas made it difficult for him to get federal grants. Nearly every time he submitted a grant proposal to the National Institutes of Health, Dr. Tanzi said in a phone interview, two out of three reviewers would be enthusiastic, while a third would simply not believe it. The proposal would not be funded.

For the full obituary, see:

Gina Kolata. “Robert Moir, 58, Researcher Who Rethought Alzheimer’s.” The New York Times (Saturday, December 21, 2019): B14.

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

(Note: the online version of the obituary was last updated December 23 [sic], 2019, and has the title “Robert Moir, 58, Dies; His Research Changed Views on Alzheimer’s.”)

Boudreaux Names “Openness” as One of Seven “Superb” Books Published in 2019

George Mason economics professor Donald Boudreaux, in his essay “Some Great Books for Stuffing Stockings” says “I offer here a list of seven superb books published in 2019 that your open-minded friends and family members are sure to love.”

I am honored that he included my Openness to Creative Destruction as one of the seven:

Arthur Diamond, Jr. Openness to Creative Destruction: Sustaining Innovative Dynamism. As does George Will, Diamond emphasizes the vital role played by individual entrepreneurs in helping to create modern mass prosperity. (The accounts of the challenges and efforts of flesh-and-blood entrepreneurs through the years is alone worth the price of this book.) And as does Deirdre McCloskey, Diamond recognizes also the importance of widespread respect for innovators and businesspeople. Making clear that modernity’s prosperity is the result of creative destruction, this book offers an unusually effective and powerful explanation of genuine market competition and a brilliant brief for its indispensability and for its goodness.

ALS Drug Entrepreneurs Developed Idea in Dorm Room and Self-Funded the Early Development

(p. B3) An experimental drug slowed the paralyzing march of amyotrophic lateral sclerosis, or Lou Gehrig’s disease, in a clinical trial, according to researchers who say the results are a fresh sign that recent insights into the condition may soon bring new medicines.

. . .

The idea for the drug came to Amylyx Chief Executive Josh Cohen, he said, while he was a Brown University junior in 2012 and 2013 majoring in biomedical engineering and reading scientific papers on how neurons die.

Mr. Cohen told Mr. Klee, whom he had first met playing club tennis in college. Mr. Klee, a neuroscience major, spent the following night reading up on his friend’s idea.

“We did what most people in our generation do” when trying to learn about a topic, Mr. Klee said. “We went to the Internet. We Googled it.”

The research shed light on some molecular routes that neurodegeneration follows, which Mr. Cohen said sparked his interest in combining drugs that attacked two important pathways. The problem was, each drug alone hadn’t worked in studies.

Unfamiliar with both drug research and the industry, Messrs. Cohen and Klee sounded out experts, including Dr. Cudkowicz, to learn how to test their hypothesis in a laboratory, start a company and conduct testing in patients.

Their project took off after the pair scraped together $6,000 from personal savings and family donations to pay contract researchers in Finland, who found their combination drug worked in a petri dish.

Mr. Cohen took all his courses during his final year of college on Thursdays so he could devote the rest of the week to Amylyx.

Mr. Klee, who had moved to Cambridge, Mass., after graduating, took odd jobs coaching swimming, working as a research technician and participating in medical-research studies to earn money for the fledgling startup then based in his apartment.

The company, based in Cambridge, had three employees last March and seven today, but plans to add 100 employees next year.

For the full story, see:

Jonathan D. Rockoff. “ALS Drug Shows Promise in Study.” The Wall Street Journal (Tuesday, December 17, 2019): B3.

(Note: ellipsis added.)

(Note: the online version of the story has the same date as the print version, and has the title “ALS Drug Works in Study, Researchers Say.” The sentences quoted after the ellipsis above, appear in the online, but not in the print, version of the article.)

Entrepreneurs Dream of Transportation Breakthroughs

(p. A13) “Hop, Skip, Go” seems to be the result of an extended reporting trip, during which the authors chat with would-be game-changers from Los Angeles to Helsinki to Dubai to Guangzhou, offering futuristic punditry along the way.

. . .

The authors have tracked down entrepreneurs who are following their dreams of shaking up passenger transportation. In Shanghai, we meet Joseph Xie, whose Shanghai Quality Sensor Technology Corp. specializes in tiny semiconductors that sense light, sound and motion and have a wide application for autonomous vehicles, among other uses. In the Detroit area, R.J. Scaringe’s company, Rivian, aims to build electric cars and recently captured a $500 million investment from Ford. In Helsinki, an engineering student named Sonja Heikkilä wrote a thesis proposing a mobility app that would allow subscribers access to every sort of conveyance, from dockless scooters to rental cars. Mark Moore, a former NASA researcher now with an Uber venture called Uber Air, envisions small aircraft allowing users to fly over traffic jams within a decade.

For the full review, see:

Marc Levinson. “BOOKSHELF; Going Mobile.” The Wall Street Journal (Tuesday, December 3, 2019): A13.

(Note: ellipsis added.)

(Note: the online version of the review has the date Dec. 2, 2019, and has the title “BOOKSHELF; ‘Hop, Skip, Go’ Review: Going Mobile.”)

The book under review, is:

Rossant, John, and Stephen Baker. Hop, Skip, Go: How the Mobility Revolution Is Transforming Our Lives. New York: Harper Business, 2019.

Venture Capitalist Don Valentine Was Rare Early Backer of Apple

(p. A9) In the mid 1960s, Don Valentine had a hunch that startups using silicon semiconductors, then a new technology, would thrive. After failing to persuade his employer, Fairchild Semiconductor Corp., that it should invest in some of its more promising customers, Mr. Valentine decided to invest on his own.

His hobby became Sequoia Capital, which over the following five decades has built an unrivaled record of venture capital investing, betting early on Atari and Apple Inc. in the 1970s, Cisco Systems Inc. and Oracle Corp. in the 1980s, Yahoo! and Google in the 1990s, Airbnb Inc. and LinkedIn Corp. in the 2000s, and Stripe Inc., Square Inc. and WhatsApp this decade.

Mr. Valentine handed the reins to a new generation of investors in 1996, but the firm still operates in his image—as a team of hard-nosed investors willing to butt heads inside company boardrooms and who relentlessly question each other and those seeking their capital.

. . .

Atari founder Nolan Bushnell says Mr. Valentine was by far his best board member. “We fought like cats and dogs,” recalled Mr. Bushnell. “Steel sharpens steel. Every board meeting, he would ask me a question about my company that I didn’t know but I immediately knew that I should know it.”

Mr. Bushnell introduced Mr. Valentine to a young Atari employee named Steve Jobs, who had an idea for a personal computer but whom other investors wouldn’t back, in part because of his messy appearance.

Mr. Valentine said in the 2009 interview that one of Sequoia’s secrets was its Socratic method, in which partners constantly questioned one another. He recalled in the same interview that Mr. Jobs stood out as one of the “best interrogators” he ever saw. “Somehow or other, he knew what to focus on and how to build a sequence and series of questions that were additive to the answers.”

For the full obituary, see:

Rolfe Winkler. “Venture Capitalist Gave Entrepreneurs Tough Love.” The Wall Street Journal (Saturday, November 2, 2019): A9.

(Note: ellipsis added.)

(Note: the online version of the obituary has the date Oct. 27, 2019, and has the title “Venture Capital Pioneer Kept Entrepreneurs’ Egos in Check.”)

Amazon Enables Flourishing of Small Diverse Entrepreneurs

(p. A24) They are a religious community known for clinging to 18th-century fashions and mores — strict rules that keep men and women apart and constraints on attire, with men favoring black suits and formal hats and women in long sleeves and long skirts.

But when it comes to doing business, Hasidic Jews have become enamored with a distinctly 21st-century company: Amazon.

The ability to sell merchandise easily and relatively anonymously on Amazon has transformed the economies of Hasidic enclaves in Brooklyn, suburban New York and central New Jersey, communities where members prefer to keep to themselves and typically do not go to college, let alone graduate from business programs.

But Amazon allows Hasidim to start selling without much experience and without making the investments required by a brick-and-mortar store. It permits Hasidic sellers to deal with the public invisibly — almost entirely by mail, by email or through package-delivery firms.

“Amazon doesn’t ask for your résumé,” said Sam Friedman, a marketer who designs trade show exhibits and works with many Amazon sellers. “And your picture is not on your business. The investment is minimal. You can work out of your bedroom.”

. . .

If Amazon is fulfilling orders, the business may effectively be running on Sabbath and Jewish holidays, though how that is carried out is the subject of vigorous debate. With a Talmudic twist of logic, some Hasidic entrepreneurs take on a non-Jew as a presumptive partner, attributing profits made on the Sabbath to that person.

. . .

Mr. Friedman is . . . organizing a business, advertising and marketing expo in Brooklyn in December [2019] to help Hasidic merchants expand their online sales by contracting with experienced copy writers, web designers, videographers and other professionals whose occupations the Talmudic Sages never even dreamed of.

“We’re not college students,” Mr. Friedman said, “but the yeshiva makes us smart enough to figure things out.”

For the full story, see:

Joseph Berger. “Insular Hasidic Communities Embrace Selling on Amazon.” The New York Times (Thursday, October 17, 2019): A24.

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

(Note: the online version of the story has the date Oct. 16, 2019, and has the title “How Amazon Has Transformed the Hasidic Economy.” The online version says that the article was on p. A26 of the New York edition. The article was on p. A24 of my National edition.)

Founding Entrepreneur Still Runs FedEx

Clayton Christensen plausibly argues that in the rare cases where an incumbent firm has been able to disrupt itself, it is almost always a firm where the founding entrepreneur is still running the firm.

(p. A1) MEMPHIS, Tenn.— Fred Smith bristles at any hint that FedEx Corp., the global delivery giant he built over four decades, could be disrupted by a player such as Amazon.com Inc.

. . .

FedEx’s 75-year-old chairman and chief executive, the man who pioneered the business of moving packages around the world at lightning speed, is confronting some of the greatest threats to the company he founded.

Global trade is slowing and tariff (p. A9) fights have companies rethinking supply chains. A key partner, the U.S. Postal Service, is struggling. Amazon has morphed from a customer into a competitor.

. . .

Mr. Smith, a former Marine officer and decorated Vietnam War veteran, started FedEx in 1971 and has been CEO for nearly its whole history. The billionaire was preparing to hand over the reins, but he extended his stay after two top executives, including his heir apparent, abruptly left.

That has left Mr. Smith, who remains one of FedEx’s biggest shareholders, to revamp the business. He started with divorcing Amazon.

For years, Amazon has been building up its logistics operations to handle more deliveries itself. The online retailing giant added tractor-trailers, hundreds of sorting centers and dozens of cargo planes to carry millions of its packages. It now delivers nearly half its orders, compared with less than 15% in 2017, according to estimates from research firm Rakuten Intelligence.

In February [2019], Amazon noted in its annual report that it views companies in “transportation and logistics services” among its rivals.

“They had never done that before that day,” Mr. Smith said. “So we took it seriously.”

For the full story, see:

Paul Ziobro. “FedEx Chief Reinvents Firm He Founded.” The Wall Street Journal (Friday, October 18, 2019): A1 & A9.

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

(Note: the online version of the story has the date Oct. 17, 2019, and has the title “Fred Smith Created FedEx. Now He Has to Reinvent It.”)