artdiamondblog.com – Page 507 – Art Diamond's web log

An “Entrepreneur’s Visa” to Let the Future Sergey Brin In

(p. A19) . . . , there is one way to create a lot more jobs without spending federal money. Let’s import them. More precisely, let’s import the people who create them: entrepreneurs.

A bipartisan bill that would begin to do just that was introduced on Feb. 24 by Sens. John Kerry (D., Mass.) and Richard Lugar (R., Ind.). Their “Startup Visa Act” would create a new, two-year visa for immigrant entrepreneurs whose firms attract at least $250,000 in financing from American angel investors or venture capital firms.
. . .
Here’s a way to improve on the Kerry-Lugar plan. Create a true “job creator’s visa,” one tied directly and only to job creation by new immigrant entrepreneurs. The visa could be a temporary one for immigrants already here on another visa who establish a business. It could then be extended if the firm hires at least one American non-family resident. The visa should become permanent once the enterprise crosses a certain job threshold (such as five or 10 workers). But it would not be tied to financing.
. . .
Google was founded by Sergey Brin, a Russian immigrant, and American Larry Page by borrowing funds from their own credit cards. Why on earth would we want to create an entrepreneurs’ visa that couldn’t let in the future Sergey Brin?

For the full commentary, see:
ROBERT E. LITAN. “Visas for the Next Sergey Brin; To create more jobs, let’s import more employers.” The Wall Street Journal (Mon., MARCH 8, 2010): A19.
(Note: ellipses added.)
(Note: the online version of the article is dated MARCH 7, 2010.)

United States Exports “High-Value-Added Services that Support Well-Paying Jobs”

Source of graph: online version of the WSJ article quoted and cited below.

(p. A23) Exports of American services have jumped by 84 percent since 2000, while the growth rate among goods was 66 percent. America trails both China and Germany in sales of goods abroad, but ranks No. 1 in global services by a wide margin. And while trade deficits in goods have been enormous — $840 billion in 2008 — the country runs a large and growing surplus in services: we exported $144 billion more in services than we imported, dwarfing the surpluses of $75 billion in 2000 and $58 billion in 1992.

Equally important, Commerce Department data show that the United States is a top-notch competitor in many of the high-value-added services that support well-paying jobs.
. . .
. . . , will Washington offer tax breaks or other export incentives? While businesses may clamor for them, these would be a setback for freer trade — after all, for years it has been America that has been hectoring other countries to end their subsidies to exporters. Will Washington try to pick winners in the global marketplace, like green energy? More often than not, this kind of industrial policy wastes money, fosters inefficiency and creates few permanent jobs.

For the full story, see:
W. MICHAEL COX. “An Order of Prosperity, to Go.” The New York Times (Weds., February 17, 2010): A23.
(Note: ellipses added.)

At Odds with Academic Culture, Wiki Programmer Adams Released Early and Released Often

(p. 67) Adams did something unexpected for the academic community, but common in open source culture–release early and release often. Within weeks of its launch, one of the biggest annoyances of Wikipedia was resolved directly by the software’s author. It was not because of monetary compensation or any formal request, but simply because the author was interested in solving it on his own time, and sharing it with others. It was the hacker ethos, and it had crossed from the domain of tech programmers into the world of encyclopedias.

Source:
Lih, Andrew. The Wikipedia Revolution: How a Bunch of Nobodies Created the World’s Greatest Encyclopedia. New York: Hyperion, 2009.

The Ultimate Complement: When Your Competitor Uses Your Product

“. . . apparently a photo that was snapped from the iPhone as Ballmer brandished it above his head.” Source of caption and photo: http://www.gearfuse.com/ballmer-lashes-out-at-microsoft-employed-iphone-user-threatens-to-smash-iphone/

(p. A1) REDMOND, Wash.–Microsoft Corp. employees are passionate users of the latest tech toys. But there is one gadget love that many at the company dare not name: the iPhone.

The iPhone is made, of course, by Microsoft’s longtime rival, Apple Inc. The device’s success is a nagging reminder for Microsoft executives of how the company’s own efforts to compete in the mobile business have fallen short in recent years. What is especially painful is that many of Microsoft’s own employees are nuts for the device.
The perils of being an iPhone user at Microsoft were on display last September. At an all- company meeting in a Seattle sports stadium, one hapless employee used his iPhone to snap photos of Microsoft Chief Executive Steve Ballmer. Mr. Ballmer snatched the iPhone out of the employee’s hands, placed it on the ground and pretended to stomp on it in front of thousands of Microsoft workers, according to people present.
. . .
Nearly 10,000 iPhone users were accessing the Microsoft employee email system last year, say two people who heard the estimates from senior Microsoft executives. That figure equals about 10% of the company’s glo-(p. A10)bal work force.
Employees at Apple, in contrast, appear to be more devoted to the company’s own mobile phone. Several people who work at the company or deal regularly with employees there say they can’t recall seeing Apple workers with mobile phones other than the iPhone in recent memory.

For the full story, see:
NICK WINGFIELD. “Forbidden Fruit: Microsoft Workers Hide Their iPhones; Steve Ballmer Sours on Apple Product; Work for Ford, Drive a Ford.” The Wall Street Journal (Sat., MARCH 13, 2010): A1 & A10.
(Note: ellipses added.)
(Note: the online version of the article had the date MARCH 12, 2010.)

“Strategy, as We Knew It, Is Dead”

(p. B7) During the recession, as business forecasts based on seemingly plausible swings in sales smacked up against reality, executives discovered that strategic planning doesn’t always work.

Some business leaders came away convinced that the new priority was to be able to shift course on the fly. Office Depot Inc., for example, began updating its annual budget every month, starting in early 2009. Other companies started to factor more extreme scenarios into their thinking. A few even set up “situation rooms,” where staffers glued to computer screens monitored developments affecting sales and finances.
Now, even though the economy is slowly picking up, those fresh habits aren’t fading. “This downturn has changed the way we will think about our business for many years to come,” says Steve Odland, Office Depot’s chairman and chief executive.
Walt Shill, head of the North American management consulting practice for Accenture Ltd., is even more blunt: “Strategy, as we knew it, is dead,” he contends. “Corporate clients decided that increased flexibility and accelerated decision making are much more important than simply predicting the future.”
Companies have long planned for changing circumstances. What’s new–and a switch from the distant calendars and rigid forecasts of the past–is the heavy dose of opportunism. Office Depot stuck with its three-year planning process after the recession hit, largely to make sure employees had a common plan to rally around, Mr. Odland says. But the CEO decided to review the budget every month rather than quarterly so the office-supply chain could react faster to changes in customers’ needs.

For the full story, see:
JOANN S. LUBLIN and DANA MATTIOLI. “Theory & Practice; Strategic Plans Lose Favor; Slump Showed Bosses Value of Flexibility, Quick Decisions.” The Wall Street Journal (Mon., January 22, 2010): B7.

Small Nuclear Reactor Will Run on Spent Fuel From Big Reactors

“An artist’s modeling of the proposed EM2 reactor, which would be small enough to be transported by truck.” Source of caption and photo: online version of the WSJ article quoted and cited below.

(p. B1) Nuclear and defense supplier General Atomics announced Sunday it will launch a 12-year program to develop a new kind of small, commercial nuclear reactor in the U.S. that could run on spent fuel from big reactors.

In starting its campaign to build the helium-cooled reactor, General Atomics is joining a growing list of companies willing to place a long-shot bet on reactors so small they could be built in factories and hauled on trucks or trains.
The General Atomics program, if successful, could provide a partial solution to one of the biggest problems associated with nuclear energy: figuring out what to do with highly radioactive waste. With no agreement on where to locate a federal storage site, that waste is now stored in pools or casks on utilities’ property.
The General Atomics reactor, which is dubbed EM2 for Energy Multiplier Module, would be about one-quarter the size of a conventional reactor and have unusual features, including the ability to burn used fuel, which still contains more than 90% of its original energy. Such reuse would reduce the volume and toxicity of the waste that remained. General Atomics calculates there is so much U.S. nuclear waste that it could fuel 3,000 of the proposed reactors, far more than it anticipates building.
The decision to proceed with its 12-year program indicates that General Atomics believes the time is right to both make a nuclear push and to try to gain approval for an unconventional design proposal despite the likely difficulty of getting it certified by the Nuclear Regulatory Commission.
The EM2 would operate at temperatures as high as 850 degrees Centigrade, which is about twice as hot as a conventional (p. B2) water-cooled reactor. The very high temperatures would make the reactor especially well suited to industrial uses that go beyond electricity production, such as extracting oil from tar sands, desalinating water and refining petroleum to make fuel and chemicals.

For the full story, see:
REBECCA SMITH. “General Atomics Proposes a Plant That Runs on Nuclear Waste.” The Wall Street Journal (Mon., February 22, 2010): B1 & B2.

When Wales Earned “Enough”

(p. 22) By 1998, the business was good enough that Wales wanted to leave not just the world of Chicago Options Associates but the city of Chicago too. As a trader, he had made enough money to live comfortably for a while, or as he would say, “I made out OK” and earned “enough.” With no incentive to stay in the Windy City, and with the warmer weather of California calling, Wales and Shell decided they could relocate to San Diego and run the business from there. Wales and his wife, Christine, made the move in 1998.

Source:
Lih, Andrew. The Wikipedia Revolution: How a Bunch of Nobodies Created the World’s Greatest Encyclopedia. New York: Hyperion, 2009.

Brin Plays Google’s “Ethical Trump Card”

“Co-founder Sergey Brin has been active in Google’s dealings with China.” Source of caption and photo: online version of the WSJ article quoted and cited below.

(p. A8) As a boy growing up in the Soviet Union, Sergey Brin witnessed the consequences of censorship. Now the Google Inc. co-founder is drawing on that experience in shaping the company’s showdown with the Chinese government.

Mr. Brin has long been Google’s moral compass on China-related issues, say people familiar with the matter. He expressed the greatest concern among decision makers, they say, about the compromises Google made when it launched its Chinese-language search engine, Google.cn, in 2006. He is now the guiding force behind Google’s decision to stop filtering search results in China, say people familiar with the decision.
. . .
The move is the clearest manifestation yet of a tension that has always existed at Google.
The Internet company, on one hand, is analytical: It built its core search business on algorithms that determine the relevance of Web sites and has tried to apply quantitative analysis to traditionally subjective parts of a business, such as hiring decisions. On the other hand, Mr. Brin and co-founder Larry Page have passionately touted Google’s ability to spread democracy through access to information, and adopted the unofficial and now-famous motto, “Don’t Be Evil.”
“At its best, Google is data-driven with an ethical trump card,” said Larry Brilliant, who headed up the company’s philanthropic efforts until 2009. Always it was the founders, Messrs. Brin and Page, who could play that card, he added.

For the full story, see:

BEN WORTHEN. “Soviet-Born Brin Has Shaped Google’s Stand.” The Wall Street Journal (Sat., MARCH 13, 2010): A8.
(Note: ellipsis added.)
(Note: the online version of the article had the date MARCH 12, 2010 and has the slightly longer title “Soviet-Born Brin Has Shaped Google’s Stand on China.”)

“A Regime that Survived through Myth and Fear”

(p. 4) It’s an old Soviet joke.

Three Russians are in the gulag. The first one says, “What are you in for?”
The second one replies, “I called Zbarsky a revolutionary.”
“That’s funny,” the first one says. “I called Zbarsky a counterrevolutionary.”
“That’s funny,” the third one says. “I’m Zbarsky.”
Vern Thiessen’s new play, “Lenin’s Embalmers,” which starts on Wednesday at the Ensemble Studio Theater in Clinton, opens with the ghost of Lenin telling this joke as a parable of the mordant doom pervading the Communist state he created.
In real life the joke wasn’t specifically about Zbarsky. You could insert any of Stalin’s thousands of lackeys turned victims. Certainly Zbarsky would do. Boris Zbarsky was a real person, one of the two biochemists who, after Lenin died in 1924, were ordered by the Kremlin to devise a way of preserving his body forever.
He and his colleague, Vladimir Vorobiev — the play’s main characters — succeeded spectacularly, won fortune and power, then fell from grace into the terror, like many others who served a regime that survived through myth and fear.
. . .
The new work, written as a stylized dark comedy, takes only a few liberties with history. It has Zbarsky and Vorobiev arrested after they’re tricked into betraying each other. In fact Mr. Vorobiev died in a hospital, under mysterious circumstances, in 1937. Mr. Zbarsky was arrested in 1952; he was freed two years later, after Stalin’s death, and died of a seizure soon after. Still, betrayals and trumped-up confessions were common in the era.

For the full review, see:
FRED KAPLAN. “He’s Had Work: Preserving the Face of a Revolution.” The New York Times, Arts&Leisure Section (Sun., February 28, 2010): 4.
(Note: ellipsis added.)
(Note: the online version of the article is dated February 23 (sic), 2010.)

Minnesota Windmills Do Not Turn in Cold Weather

“Inspecting a windmill in Chaska, Minn. The blades on some in the area have been stationary.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. A12) For those who suspect residents in places like Minnesota of embellishment when it comes to their tales of bitterly cold winter weather, consider this: even some wind turbines, it seems, cannot bear it.

Turbines, more than 100 feet tall, were installed last year in 11 Minnesota cities to provide power, and also to serve as educational symbols in a state that has mandated that a quarter of its electricity come from renewable resources by 2025.
One problem, though: The windmills, supposed to go online this winter, mostly just sat still, people in cities like North St. Paul and Chaska said, rarely if ever budging. Residents took note. Schoolchildren asked questions. Complaints accumulated.
“If people see a water tower, they expect it to stand still,” said Wally Wysopal, the city manager of North St. Paul. “If there’s a turbine, they want it to turn.”
No one knows for sure why these turbines do not. Officials believe there may be several reasons, but weather is the focus of much speculation.

For the full story, see:

MONICA DAVEY. “When Windmills Don’t Spin, People Expect Some Answers.” The New York Times (Fri., February 5, 2010): A12.
(Note: the online version of the article was dated February 4, 2010)

Wikipedia Works in Practice, Not in Theory

(p. 20) Jimmy walked into the offices of Chicago Options Associates in 1994 and met the CEO Michael Davis for a job interview. Davis had looked over Wales’s academic publication about options pricing.

“It was impressive looking,” says Wales wryly about the paper. “It was a very theoretical paper but it wasn’t very practical.” But Davis was sufficiently intrigued, as he wanted someone like Wales to pore over the firm’s financial models and help improve them. So he took on young Wales, who seemed to be sharp and had acumen for numbers. Little did either of them know they would have a long road ahead together, with Wikipedia in the future.
Wales’s first job was to go over the firm’s current pricing models. “What was really fascinating was that it was truly a step beyond what I’d seen in academia,” he recalls. “It was very practical, and didn’t have a real theoretical foundation.” Wales was intrigued that the firm traded on principles that worked in practice, not in theory. (This is something he would say about his future endeavor Wikipedia.) “Basically they just knew in the marketplace that the existing models were wrong.”

Source:
Lih, Andrew. The Wikipedia Revolution: How a Bunch of Nobodies Created the World’s Greatest Encyclopedia. New York: Hyperion, 2009.
(Note: italics in original.)