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Two Modalities for Applying Austerity

“Austerity” was recently called the word of the decade in the Wall Street Journal. From the perspective of business the primary deficits to be tamed are those in public spending, but the truth is that our economy and consumer culture are as over-extended as our public purse. In fact, we face multiple deficits simultaneously.

In The Sustainability Revolution, systems-learning pioneer Peter Senge explains that stabilizing “CO2 in the atmosphere at levels that minimize catastrophic consequences will require 60 percent to 80 percent reduction in emissions in the next two decades.” Michael Pollan, who writes about the culture and the environmental costs of food, has observed that our eating habits enfold us in three interrelated crises: the energy crisis, since food production and transportation account for consumption of 20 percent of the world’s yearly oil output; the health crisis, because processed and fast foods contribute to the obesity and type-2 diabetes epidemics that are bankrupting healthcare systems; and the environmental crisis, as deforestation proceeds to accommodate cattle grazing, and fisheries are vacuumed to the point of species extinction. Fiscal austerity is prudent, but to only focus restraint on spending misses the larger, structural deficits that will become even more destabilizing and dangerous in the not too distant future.

We have usually adopted austerity as a corrective – a short-term measure to reduce debts and restore balance. Just as weight-loss diets rarely work for human beings, instant cuts in spending – no matter (more…)

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Reconsidering Crisis Management

With our recent history of corporate scandals, financial meltdown, and environmental disasters, one would think that “crisis-management” would be high on the competence list for leadership. Painfully, this expectation has proven false. Tony Hayward is now called the “Bumbler from BP” for his leadership during the oil spill. Wall Street CEOs made every misstep imaginable before, during, and after the crisis they caused. And Toyota’s executives showed as little sensitivity to public anguish as their car company colleagues who two years ago flew separate corporate jets to Washington to petition lawmakers for public bailout funds.

Business schools have been teaching crisis management as a discipline since the 1980s, after Johnson and Johnson set a benchmark for diligence for recalling Tylenol in the midst of fatal product tampering.  Somehow, even though crisis has become commonplace, the hoped-for proficiency has yet to emerge.

Perhaps we are looking in the wrong place. Perhaps, because crisis management has become a strategy, it is too easy for executives to stay within the referents of business even when the stakes or consequences have become moral. Perhaps, rather than study business, we would be wiser to study history.

Etty Hillesum was not a CEO, but just may be the moral exemplar we all need for crisis management. (more…)

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‘Mistakeholder’ Theory

Just as bankers insisted on netting bonuses for themselves when the recession they created was still causing mayhem in the global economy, BP has announced that it will “go ahead with a $10bn shareholder payout” even as the oil from Deepwater Horizon continues to spill and spread. The organizing math of markets is to earn rewards from investing in smart risks. But for large companies, payout is becoming a given regardless of whether or not the bets executives make pan out. As economist Joseph Stiglitz notes, the rules of the market now make it easy for companies to privatize profits while socializing the costs from mistakes or failure.

Since markets and autopilot CEO’s like  BP’s Tony Hayward only respect the rights of shareholders, the solution is to make victims of corporate malfeasance or incompetence owners as well – what I call “Mistakeholders.” This would involve assigning equity to victims that corresponds in value with the losses they have been forced to bear from risks not of their own choosing, that have gone askew. President Obama admitted that the oil spill is “brutally unfair” on Gulf residents. Granting mistakeholders shares ues the market’s own logic and strengths to tangibly addresses this unfairness.

For the last decade companies have acknowledged responsibilities to stakeholders, but the reality of fiduciary duty remains fuzzy. Management scholars are still debating whether it makes sense for managers, as “agents” of owners, to dilute their focus by addressing needs or expectations of groups that are outside the equity clique. Usually stakeholders include employees, interest groups, communities, or representatives of issues such as labour conditions in sweatshops, or threats to the natural environment.

Existing Stakeholder theory is in my view fundamentally flawed because, (more…)

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