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June 7, 2012

Tubes

Filed under: Book Reviews,Internet,Technology — dylan @ 5:30 pm
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“They want to deliver vast amounts of information over the Internet.
And again, the Internet is not something that you just dump something on.
It’s not a big truck. It’s a series of tubes. And if you don’t understand,
those tubes can be filled and if they are filled, when you put your message in,
it gets in line and it’s going to be delayed by anyone that puts into that tube , enormous amounts of material.”

—The late Senator Ted Stevens, of Alaska

Senator Stevens caught a lot of flack for that comment, made in an attempt to argue against an amendment on net neutrality. And while I still find his, or any, argument against net neutrality somewhat wrongheaded, Wired correspondent Andrew Blum reports in his new book, Tubes: A Journey to the Center of the Internet, that Stevens probably didn’t deserve the amount of tech condescension he received. Blum describes why in the prologue:

I have now spent the better part of two years on the trail of the Internets physical infrastructure, following [the wire from my backyard]. I have confirmed with my own eyes that the Internet is many things, in many places. But one thing it most certainly is, nearly everywhere, is, in fact, a series of tubes. There are tubes beneath the ocean that connect London to New York. Tubes that connect Google and Facebook. There are buildings filled with tubes, and hundreds of thousands of miles of roads and railroad tracks, beside which lie buried tubes. Everything you do online travels through a tube. Inside those tubes (by and large) are glass fibers. Inside those glass fibers is light. Encoded in that light is, increasingly, us.

I’ve just started this book, but so far the journey is fascinating (not only, yet not hurt by, the fact that he begins in Milwaukee at Kubin-Nicholson print shop). Part technological exploration and part travelogue, Blum takes the reader on a physical tour of the internet, transferring our understanding of it from “a landscape of the mind” to a real geography. It’s an important understanding to have, I think, as it reconnects the digital world ever more to the physical—something I think we forget when we’re able to push a button on a screen and have a box arrive at our doorstep the next day. Just as it’s important to know where the food that ends up on our plate comes from, I think it’s just as important to know how information ends up on our computer screens, and where it comes from. Blum explains his journey there:

The Internet has a seemingly infinite number of edges, but a shockingly small number of centers. At its surface, this book recounts my journey to those centers, to the Internet’s most important places. I visited giant data warehouses, but many other types of places as well: the labyrinthine digital agoras where networks meet, the undersea cables that connect continents, and the signal-haunted buildings where glass fibers fill copper tubes built for the telegraph. Unless you’re one of the small tribe of network engineers who often served as my guides, this is certainly not the Internet you know. But it is most certainly the Internet you use. If you have received an email or loaded a web page already today—indeed, if you are receiving an email or loading a web page (or a book) right now—I can guarantee that you are touching these very real places. I can admit that the Internet is a strange landscape, but I insist that it is a landscape nonetheless—a “netscape,” I’d call it, if that word weren’t already taken. For all the breathless talk of the supreme placelesssness of our new digital age, when you pull back the curtain, the networks of the Internet are as fixed in real, physical places as any railroad or telephone system ever was.

I love this book so far, and if you’re interested in taking a really unique tour of the world of technology, and a tour of that technology as it exists throughout the physical world, I think you will, too.

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May 21, 2012

KnowledgeBlocks

Filed under: Ask 8cr!,Big Ideas,Book Reviews,Careers,Entrepreneurship,General Business,General Management,InBubbleWrap,Innovation,Internet,Leadership,Personal Development,Publishing Industry,Small Business,Technology,The Company,Thought Leaders,Training and Development — 800-CEO-READ @ 3:34 pm
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We’re very pleased to announce the official opening of KnowledgeBlocks, a subscription-based service and online resource that gives readers access to quality content and business resources, a way to save, organize, and customize the information that is important to them, and engages business authors and thought leaders to help solve business problems and build new knowledge.

Among the key features of the site, subscribers have access to the following:

  • Explorations: Every month we publish three business book explorations that examine a narrow subject within a broader business topic. Each begins with a featured book and then branches out in unexpected directions, introducing you to author insights via podcast or interview, other related must-reads, curated links, and brief analyses that will help you build your business knowledge.

  • Thinkers-in-Residence: This key feature of the site offers authors the opportunity to connect directly to a dedicated audience via webinar and a stand-alone page of author-contributed material such as Q&As, blocks, and featured books.
  • Giveaways: Continuing the weekly book giveaway tradition of our inBubbleWrap program, we will put the latest releases in the hands of a smart, dedicated, interested and influential business audience.

The site is being administered and curated by the immensely talented and capable Sally Haldorson, who has been with the company for 14 years and was the editor of The 100 Best Business Books of All Time, giving her a wealth of knowledge on the business genre that is hard to top.

We hope to see you over there.

 

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April 25, 2012

Resonate: Now at the Tip of Your Fingers

Filed under: Book Reviews,Communication,Presentations — Sally @ 10:42 am
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In the 2011 paperback edition of The 100 Best Business Books of All Time, author Todd Sattersten included a new sidebar of the best books on using visual thinking in business because, to play off an old saying, sometimes a picture is worth more than 1000 words. The list of recommended titles included Dan Roam’s Back of the Napkin, Cliff Atkinson’s Beyond Bullet Points, and Dona W. Wong’s Wall Street Journal Guide to Information Graphics.

The fourth book included in Todd’s overview was Resonate by Nancy Duarte. Todd describes her book this way:

Duarte and her company have produced presentations for renowned product launches and speaker presentations, such as Al Gore’s An Inconvenient Truth. Anyone can tell a story, but how it’s told–visually, sonically, physically, and linearly–is the key to true resonance, which in turn transforms your audience into active participants.

Resonate is a beautiful book packed with photographs, drawings, graphs, charts, diagrams, and even poetry, making it not only a truly enjoyable reading experience, but a book emblematic of the author’s message that storytelling is an essential component to the success of a presentation.

Now the magic of Resonate is available in a Multi-Touch format that brings this beautiful book to life on your iPad. And it is the first interactive business book built in Apple’s iBooks Author.

Here is a little taste of what this iBook can do:

In an increasingly cacophonous world, visual presentations can cut through the noise. Resonate steps you through the Sparklines or “the story flow of several speeches in the interactive sparkline widget,” introduces you to Nancy Duarte and the many behind the scenes stories she includes to support and illuminate the lessons, and provides you with the ability to “take notes and build your next presentation as you move through the book” via a Note Card feature. Chapter review test questions make remembering key ideas easy. Gorgeous imagery and provocative quotes keep the information lively.

The stories you create with the help of Resonante can help change your business, and even change the world, because stories put ideas into common language and ignite the imagination. Start by downloading Resonate to your iPad. Not only will you be in awe of the product before you and at your finger tips, you’ll learn that presentations don’t have to be boring, your great idea doesn’t have to die before it sees the light of day, and your audience won’t be texting surreptitiously under the conference room table while you present.

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March 22, 2012

Models Behaving Badly

Filed under: Big Ideas,Book Reviews — dylan @ 4:10 pm
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Models Behaving Badly has nothing to do with TMZ or a Harlequin novel. The models at the heart of this book are not beautiful people that fashion designers drape their creations over, but financial models that financiers and money managers try to drape reality over in order to make predictions about the market—and, of course, gobs of money.

The author, Emanuel Derman, is a former theoretical physicist and used to be the head quant (quantitative analyst) at Goldman Sachs, so this is not cheap or easy entertainment. You have to work for it, and your brain is going to hurt at times. I’m not even sure that I fully understood everything in the book (For instance, did you know that there’s a resemblance between the Law of One Price in finance and Einstein’s principle of relativity? Don’t worry, he’ll explain.), but I do think I came out of it with a better understanding of the world. In the first 45 pages, he delves into Spinoza, Goethe, the nature of good and evil, the luminosity of stars, and much, much more. But why? Well, to discuss the nature of reality versus the illusion of reality, of course—a discussion he uses to delve into an exploration of metaphors, models and theories that runs throughout the book.

I first came across Emanuel Derman in Scott Patterson’s The Quants: How a New Breed of Math Whizzes Conquered Wall Street and Nearly Destroyed It. He mentions him as the coauthor of The Financial Modelers’ Manifesto, which was “an ethical declaration for scientists applying their skills to finance,” and which is excerpted at the end of the book.

Our experience in the financial arena has taught us to be very humble in applying mathematics to markets, and to be extremely wary of ambitious theories, which are in the end trying to model human behavior. We like simplicity, but we like to remember that it is our models that are simple, not the world.

Many, including Patterson, laid much of the blame for the financial crisis on the quants of Wall Street. That seems a bit unfair to me. Firms were giving the best and brightest minds absurd amounts of money to come to Wall Street and devise these models, and they used those models recklessly and irresponsibly to ignore the real world of risk around them, over-leverage their positions, and nearly bring down the entire financial system they themselves built. It would be akin to Zeus, the god of sky and thunder, hiring meteorologists to come up with weather models, using those models to devise the storm of a century, and then blaming the meteorologists when the storm nearly destroys the world. After all, Zeus knows way more about how to control the weather than a meteorologist. Like the big firms on Wall Street, he literally creates the climate!

As Derman writes of economic and weather models, “An economic model aims to do for the economy what the weather model does for the weather. … But an economy is an even more abstract concept than the weather.” Derman loves his metaphors, and so do I. He begins Chapter 2 with this doozy:

Sleep is the interest we have to pay on the capital which is called in at death; and the higher the rate of interest and the more regularly it is paid, the further the date of redemption is postpones.

So wrote Shopenhauer, comparing life to finance in a universe that must keep its books balanced.

If you want a straightforward business book to solve a particular problem, this is not the book for you. But if you’re looking to go on a metaphysical journey to explore the nature of reality and modern finance, this is going to be a fun trip.

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February 29, 2012

The New Theseus and Novelty Minotaur

Filed under: Big Ideas,Book Reviews,Communication,Technology,Thought Leaders — dylan @ 1:44 pm
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Theseus was always in search of his next adventure, choosing to travel overland to meet his father in Athens so he could clear the road of its notorious monsters and villains (such as Procrustes, who business book readers may recognize from Nassim Nicholas Taleb’s Bed of Procrustes) rather than taking the safer sea route suggested by his grandfather. And when he learned that Athens was sending seven young men and seven women in war tribute each year to be devoured by the Minotaur—the half-bull, half man pet monster of the cruel King Minos of Crete—he decided he would be one of the fourteen to go, that he would try to rid the world of yet another monster.

Winifred Gallagher’s recently released New: Understanding Our Need for Novelty and Change, explains the tendencies each of us has (or lacks) for novelty and new experiences—or neophilia—and what those tendencies mean for each of us and our collective future. The author identifies three personality types—neophiliacs, neophiles, and neophones—which have three different levels of affinity for “the new.” Neophiliacs passionately, sometimes addictively pursue new technologies and experiences, while Neophobes actively avoid them, preferring to stick to the safety and known outcomes of their routine. Each of these extremes accounts for around 10 percent to 15 percent of the population, leaving most of us reading the book from the comfortable middle as neophiles—not scared of too much change nor bored by too little, neither first adapters nor Luddites.

The story of New is the story of human progress, and the first part of the book explores the origins and evolution of our neophilia. As Gallagher puts it: “As we’ve moved from the epoch of hunter-gatherers—the vast majority of our time as a species—to the agricultural, industrial, and information ages, our neophilia has changed and developed with us.” It’s a story given greater depth from recent advances in neuroscience and and increased understanding of how the brain functions—advances that are well documented and made easy-to-understand in the book. Early on, Gallagher helps us begin to view our brains less as an impartial data crunchers and more as surprise detectors, focusing on what’s new and different in the world around us, reacting to the dangers and opportunities presented. This has profound implications for how we understand the world, shapes our interactions with and reactions to it. As Gallagher explains it:

The main reason you’re drawn to the novel or surprising is that it can upset the safe, predictable status quo and the game plan you’ve based on it, perhaps even jeopardizing your survival. [...] To survive, you must be aroused by the new and different. To be efficient and productive, however, you must focus your finite mental energy and attention on those novel sights and sounds, thoughts and feelings that somehow matter and screen out the rest. Just as arousal alerts and orients you to new things, the complementary process of adaptation helps you filter out the unimportant ones.

This has been critically important not just for how we understand the world and evolve as a group, but for how we develop as individual personalities. So, the second part of the book focuses on our personal inclinations for novelty and what that means for us as individuals. Ms. Gallagher writes that “The tendency either to approach or avoid novelty is the most important stable behavioral difference among individuals in the same species, period.” But it is not just orientation to and adaption of novelty that is important, it is the adaption to and reorientation of perception, the ability to reinterpret, to find something unknown in what most assumed was already known, to find something novel in what has become commonplace. It is how we innovate in the arts, in the sciences, in business. Gallagher offers up the example of Einstein:

Einstein’s ability to interpret the same old math and science that his peers knew by heart in bold new ways testifies to his virtuosity in … neophilic, uninhibited, right-brain thinking. As [Oshin Vartanian, a psychologist at Defense Research and Development Canada-Toronto] says, “Novelty-seeking is talked about as if there’s a novel object out there somewhere that you find, but usually it’s the perceiver who has to interpret it as novel. Creative people can see things in a fresh way and produce new ideas because they can relax the usual perceptual and conceptual constraints that define entities.”

That holds true in every field and for almost every innovation. The author could have just as easily used the example of Steve Jobs in consumer technology, Pablo Picasso in the arts, or Bill James in baseball to illustrate her point. Each found new dimensions to explore in an established order, exploded preconceptions, and altered the fields they worked in (and the culture) forever.

Even here, though, in the exploration of psychology, human temperament and how individuals can shape the culture, there are stories of how the culture around us shapes our neophilia. One such example is illustrated by the fascinating etymology of words such as “curiosity” and “interesting.” Rarely used before, the words became more commonplace with the increased number of, and time for, “curiosities” and objects of “interest” during the the industrial revolution. These novelties became so commonplace that the lack of such distraction began to equal “boredom,” a term that didn’t appear in the English language until the later eighteenth century. Since then, boredom has gone from being viewed as an individual vice to the natural state of man, with a steady stream of new inventions and entertainments devised to feed our neophilia.

This brings us to third part of the book, which explores how our environment shapes our neophilia and what the digital information revolution is doing to it. Technology has gone from something that simply helps us cultivate and navigate the world to become a labyrinth of consumer choice and novelty that needs to be cultivated and navigated in its own right. The complexities range from information overload—we now have access to more information than we’ll ever need, want, or use at our literal fingertips every waking moment of our lives, and it can now take us hours just to check our mail everyday—to navigating a world we’re increasingly living online, creating a lot of “something’s gotta give” dilemmas.

The simplest one concerns a basic quality shared by all living things: responsiveness to the environment around you. As you know if you’ve had a run-in on the sidewalk or highway with someone who was engrossed in his or her wonder phone, you can’t live in a screen and the real world at the same time.

These seem like modern annoyances that come in tandem with modern conveniences, but at some point we have to reevaluate whether it’s all even convenient anymore—what with all the overload and distraction these devices are producing. And all the while it’s changing the way our brains are wired and societies are structured. We’re creating a new Minotaur, half man, half bull to navigate. Gallagher sums up the difficulty we now face.

The larger problem that underlies the pursuit of new things just because they’re new isn’t the waste of time and money per se but the fact that we’ve lost touch with neophilia’s purpose. This great gift isn’t meant to push us to buy stuff we don’t need or seek constant entertainment but to help us adapt to change, from the economy’s volatility to the climate crisis, and learn about and create useful new things. [...] Like the agricultural age’s plow and the industrial age’s steam engine, the information age’s electronics have changed the human experience as previous generations have known it. Just as we once focused our neophilia on advancing the ways of life enabled by farming, and then by powerful machines that mass-produced goods, we’re now concentrating it on processing and organizing all kinds of electronic data that are the foundations of our work and play. Like the upheavals that preceded it, this revolution is already propelling us into the next phase of our cultural if not quasibiological evolution. If we’re to make the best use of our neophilia in a new epoch of endless novelty, we must make conscious decisions to ensure that it’s working for us, rather than the other way around.

The bells and whistles can be incredibly invigorating, entertaining and even helpful, but it’s important to step away from time to time to make sure the technologies we adapt into our everyday lives serve their intended purpose—to help us stop the needless yearly sacrifice of Athenian youths to the man-beast Minotaur. Or as Gallagher more accurately and succinctly puts it:

Our capacity for handling new things is already being tested by an unprecedented explosion of them. Figuring out how to respond to this embarrassment of riches by becoming more productive rather than more distracted is easier if you understand a few basics of how and why you brain reacts to new things.

It is not that the digital revolution is inherently good or bad for us or our businesses—it’s not, or it’s both. Or it can be either depending on how we use it. It can distract us or make us more efficient. As Nicholas Carr writes in The Shallows, Douglas Rushkoff talks about in Program or Be Programmed, and Charles Duhigg will teach us in his upcoming book The Power of Habit, we have to be conscious of how we’re being conscious. We have to mindful of what we’re mindful of. We have to make a habit out of forming good habits. Add Winifred Gallagher to that important chorus of voices, and let’s hope their song is catchy enough to get stuck in people’s heads.

Before entering the Labyrinth to battle the Minotaur, King Minos’s daughter Ariadne became smitten with Theseus and his cause, and gave him a ball of thread so that he could find his way out again if he could indeed defeat the beast. In this book, our neophilia is our Theseus and Winifred Gallagher our Ariadne, showing us deep into the labyrinthine structure of our brains, our culture, and our technologies, helping us explode myths and misconceptions along the way, and unraveling just enough thread for us to find our way out again with a more complete understanding of ourselves and the moment we find ourselves in.

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February 22, 2012

Who’s in the Room?

Filed under: Big Ideas,Blog,Book Reviews,Communication — bob @ 8:31 am
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There is a misconception in American business that Bob Frisch says is getting in the way of getting things done and hewants to correct it. That’s the misconception that senior management teams, or SMTs, make the decisions in business today.

I may have shocked or surprised you with that statement, but if you have ever asked, or been asked, “Why wasn’t I in the room,” then you’ve had a taste of the challenge. Frisch outlines it all, as well as what to do about it, in his book, Who’s in the Room? How Great Leaders Structure and Manage the Teams Around Them.

Frisch, a managing partner with strategy consultancy, The Strategic Offsites Group, has worked with many organizations, including Fortune 500 companies to family businesses and even the Federal government. He advocates the radical step of unseating the SMT as the “epicenter of decision making.” In writing of the real way decisions are made in businesses, he says:

“The senior team may be consulted or informed, but the most important decisions are rarely made by a group like this sitting around a conference table. Instead, the organization leader typically calls in an inner core of intimate advisors–a kitchen cabinet– along with any other individuals who might shed light on a specific situation. It is this team with no name–ad hoc, unofficial, and flexible in makeup–that is the group in the rom as the actual decisions get made. Yet we all persist in believing that the senior team should be the forum for decision-making.

It can be a destructive belief.

Frisch Recommends that the role of the SMT in guiding the president or CEO (the person at the top) begin by calling on the SMT to advise on three areas, leaving the ad hoc teams to advise on more specific challenges, issues and opportunities. The SMT should advise on:

• Developing a shared view of where the organization needs to go and why.

• Managing a prioritized set of strategic initiatives designed to get there.

• Managing dependencies within and among initiatives to ensure their success.

In short, he says the three areas are vision, allocation of resources, and execution–what he says are three of the most critical responsibilities of top leadership.

Frisch believes that this will leave the company with “the right teams addressing the right issues at the right time, a renewed sense of collective purpose for the organization’s, most senior and valued leaders, and, most importantly, bosses seeing the end to people asking, “Why wasn’t I in the room?”

Frisch draws on his many years of experience working with companies and provides plenty of examples of how to get advisory teams and groups aligned with their purposes so that confusion regarding roles and the appropriate areas on which each group should advise the boss on.

Who’s in the Room? is a great guide for any leader to use in mapping out his or her advisory teams and get the company working in the same direction.

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February 15, 2012

Best Business Books of 2011 Discussion

Filed under: Blog,Book Awards,Book Reviews — Jon @ 3:25 pm
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As part of our ongoing discussion of the best books from our 2011 Business Book Awards, Translator hosted a very special Lab this week, inviting us in to continue this discussion in a public setting. Their Lab sessions are always interesting, ranging from talk of current business trends, new ideas, cultural phenomena and beyond. It was a pleasure and honor to bring the books from our Awards as points of discussion in this setting. Thanks again to those who attended and joined in the conversation!

Each attendee also received a complimentary copy of the Best Business Book of 2011: Jim Collins’ and Morten Hansen’s Great By Choice.

Below is a video where we talk about the winning book from the Sales and Marketing category: Gary Vaynerchuk’s The Thank You Economy.

Read more about this year’s (and previous years) Awards here.

 

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February 7, 2012

Paper Promises

Filed under: Big Ideas,Book Reviews — dylan @ 4:43 pm
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Our economic lives could literally stop on a dime. All it would take is an agreement redefining what a dime is, or is worth, backed by or tied to. It’s happened before, and The Economist‘s “Buttonwood” columnist Philip Coggan believes it will inevitably happen again as the great international play of creditors and debtors enters its next act.

Coggan, in his new book Paper Promises: Debt, Money, and the New World Order (released today by PublicAffairs), identifies turning points in the history of economies, nations and international affairs by examining the relationships between creditors and debtors. And to do this, it is important for him to identify exactly what money is and has been, something that has changed throughout history as economies rise and fall. This makes for a fascinating story that clears the cobwebs of the past and brings us up to the present day. As he writes: “Given that mankind has been using money for thousands of years, it is perhaps surprising that money is still such a nebulous concept. … Over time, money has been everything from precious metals through paper to entries on a computer screen. One writer defined it quite neatly: ‘Money is the belief that someone will pay you back.’”

What constitutes money and how it is exchanged coincides neatly with the rise and fall of powers. Quoting John Kenneth Galbraith, the author notes that “If the history of commercial banking belongs to the Italians and of central banking to the British, that of paper money issued by a government belongs indubitably to the Americans.” But regardless of what form money takes, it is when that “belief that someone will pay you back” is challenged that matters become especially delicate between debtors and their creditors, and the rules get rewritten. And it is a situation that looks increasingly likely today.

Throughout history, the most popular political reactions to unmanageable debt have been deflation and default—diluting the purity of coinage and devaluing currency to lessen the burden of debt, or simply refusing to pay it back. One great example of the former is Henry VIII, “known as ‘old copper nose’ because of his habit of adulterating silver coins, the base metal underneath showing through the wear.” Similar tactics diluted the silver content of Roman coinage by “96 percent over the course of two centuries.” But repaying debts in debased currency is probably preferable to the outright defaults of some monarchs, such as Philip IV of France:

Philip IV, who ruled from 1285 to 1314, borrowed heavily but forced his bankers into exile rather than repay them. Just to put icing on the gâteau, he then decreed that the principal on all other debts must be repaid to the crown. The result was the ruin of his main creditor, the Order of the Knights Templar.

Of course, exiling your bankers is not an option when debt becomes international. Resolving debt is now a political issue dependent on international agreements. The gold standard was one such (and as the author explains, accidental) agreement, and worked quite well until it was abandoned in the attrition of the First World War. The Bretton Woods system—an agreement in the wake of World War II under which currencies were tied to the dollar and, because the US held 60 percent of the world’s gold bullion, to gold through the dollar—was another. That system was the norm until 1971, when facing a crisis of confidence in the dollar the United States abandoned that agreement and decoupled the value of the dollar from gold.

Since then, currency exchange rates have “floated” on the foreign exchange market. This has increased capital flow, and the financial sector has exploded in size and wealth since. It has also allowed governments to run greater deficits because they can manipulate their currencies more easily. This is the story told in the second half of the book, a story of easy credit and asset bubbles. It is the story of modern finance and the brink of disaster it brought us to that’s been covered so well in so many books of late, here told through the lens of the entire history of money and debt documented in the book’s first half. It is a perspective that makes our current crisis look less unique, even as the author references research done in another recent book entitled This Time Is Different:

Carmen Reinhart and Kenneth Rogoff recount that sovereign default has occurred in a number of waves, starting with the Napoleonic Wars. In the 1840s cycle, nearly half the countries in the developed world were in default. There was a 1870s to 1890s wave, associated with falling commodity prices, and a 1930s to 1950s wave, linked to the Great Depression and the war.

Between the Second World War and the current crisis, sovereign debt was almost always associated with the developing world, and the debate largely focused on how much of that debt should be forgiven for historical reasons or on humanitarian grounds. Today it is the developing world, largely China and the resource-rich nations of the Middle East, that acts as the creditor to developed, debtor nations—the United States the largest among them. But, as we’re seeing in the news everyday now, it is Europe where the real worry is. (Just yesterday the Prime Minister of Romania resigned amidst growing protests over austerity measures there, and his was but the latest government to fall across Europe since the debt crisis began.) Essentially, the current relationship ultimately relies on faith in governments, which is wearing thin across the Western World.

Coggan brings us to this present moment in history with great skill and scholarship, and a steady, masterful hand. He explores the various aspects, implications and possible outcomes of this new paradigm, and believes that “the debt is unlikely to be repaid in real terms.” “The Unholy Trinity” he sees coming down the road is inflation, stagnation, and default, with some sovereign defaults incredibly likely in the Eurozone, and countries that still control their own currencies like America and Britain “partially defaulting” in the sense that they depreciate the value of their currency to make their debts more manageable.

The ultimate solution, however, is where the “New World Order” in the book’s subtitle comes in. This is “where the buck stops,” or at least where it stops floating as it has since 1971. He believes the current arrangement of “floating exchange rates in the developed world and managed rates in the developing world” will come to an end. He sees the most likely outcome being a new agreement between China and the United Stated—the world’s largest creditor and its largest debtor—in which the West agrees to a new system of capital controls as China allows it’s currency to appreciate and America reigns in its national debt.

Nassim Nicholas Talb, the well-known author of The Black Swan, is quoted on the cover saying “This book stands way above anything written on the present economic crisis.” I think there’s a whole library’s worth of brilliant books on the present crisis, and I wouldn’t want to judge a peopled narrative like Andrew Ross Sorkin’s Too Big to Fail against a history of currency and debt like Coggan’s, or put up what I read as a character study (of both people and nations) like Michael Lewis’s Boomerang against a modern financial history like Bethany Mclean and Joe Nocera’s All the Devils Are Here. Coming from a company with a bookseller background, I have a firm belief in matching up the right reader with the right book, and would recommend different books to different people for different reasons. (And if you like this book, I would recommend picking up Menzie Chinn and Jeffry Frieden’s Lost Decades, James Rickards’ Currency Wars and Keith Roberts’ Origins of Business, Money, and Markets to go along with it.)

All that said, I think Paper Promises is not only a great book, it is a great accomplishment—a brilliant work of financial history, an clear examination of the present moment, and a journalistic masterpiece all wrapped into one.

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January 30, 2012

Where Did the Jobs Go?

Filed under: Big Ideas,Book Reviews — dylan @ 7:04 pm
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From the authors of Where Does the Money Go?: Your Guided Tour to the Federal Budget Crisis and Who Turned Out the Lights?: Your Guided Tour to the Energy Crisis, comes a new book about an issue of grave national importance that has touched most of our lives recently, and will be central to the political debate this election year.

In Where Did the Jobs Go—And How Do We Get Them Back?: Your Guided Tour to America’s Employment Crisis, being released tomorrow by William Morrow & Company, Scott Bittle and Jean Johnson have provided a thoroughly researched, easy-to-read analysis of the jobs situation in America—minus the hyperbole, political posturing, and invective that’s been thrown around the public debates and airwaves recently and is certain to increase in the coming months. As the authors explain in the book’s preface, they wrote this book as “a guide for citizens, not offering advice for investors, entrepreneurs, or job hunters.” In that sense it’s not a proper business book per se, but it can help each of us see the overall jobs picture and business environment more clearly.

The situation is difficult in both its human cost and economic complexity, but Bittle and Johnson try to keep the mood light, cleverly peppering in anecdotes from popular culture sources such as TV shows Friends and Seinfeld, the 1950s movie Dragnet, the musical career of Elvis, and more to explain the economic theories and principles their book needs to address the jobs issue thoroughly. And so the book is able to tackle frightening statistics and daunting questions without losing the lay reader or terrifying the nightly news watcher. They’re also able to look at these issues without becoming embroiled in the partisan debate that so often dominates the discussion on the cable news networks, though they don’t shy away from the more complicated and complex issues. It is because the issues are complex and complicated and so rarely conform to either a conservative or liberal narrative that they’re able to do so. The fundamental and hotly debated issue of whether the employment crisis is cyclical or structural, for instance, in which the business and political implications are so huge, isn’t clear—or if it is, it’s clearly not one-sided.

Chapters 5 through 11, the section of the book entitled “Inquiring Minds Want to Know,” tackles the most contentious debate going—that of austerity versus stimulus. The authors rightly point out that stimulus has become unpopular, partly because most Americans tend to equate the word stimulus with the Troubled Asset Relief Program (or TARP) that bailed out the big banks and the auto companies. (TARP was not, in fact, part of the stimulus, but an emergency measure to recapitalize the banks in an effort to keep the crisis on Wall Street from spilling over into the larger, “real” economy. The stimulus actually included measures that are overwhelmingly popular—tax breaks, aid to state and local governments, and help for the unemployed. Conversely, cutting the deficit, or austerity, is more popular in theory but the measures it calls for—raising taxes and cutting popular programs like Social Security and Medicare—are wildly unpopular.)

The comments in parentheses above are my own. The authors don’t delve too deeply into political opinion, but stick instead to Dragnet Joe Friday’s “just the fact ma’am” approach. In the “Inquiring Minds Want to Know Section,” they ask seven questions: Would Balancing the Budget Create Jobs?; Would Cutting Taxes Help Create Jobs?; Would Cutting Bureaucracy Help Create Jobs?; Would Reviving Manufacturing Help Create Jobs?; Would Improving Education Help Create Jobs?; Would a Major Infrastructure Project Help Create Jobs? and; Would Closing the Gap Between Rich and Poor Help Create Jobs? You may think you know the “facts ma’am” answers to most of these questions. I know I did, and I know I was surprised by some of them and conclusions I came to afterward.

The book then moves on to the larger and longer-term effects of globalization, technology, immigration, and the aging of the baby-boomers. And sticking to it’s nonpartisan approach, the “Fourteen Big Ideas for Creating More and Better Jobs” at the end of the book are all over the partisan map, including everything from rolling back environmental regulations to keep energy costs low to supporting the union movement and getting business out of the health insurance business.

There was a really great book by Nicholas Wapshott put out late last year by W.W. Norton & Company entitled Keynes Hayek: The Clash That Defined Modern Economics (I plan on reviewing it here soon). In it, Wapshott details how the economic debate between intervention and unfettered markets that has become so rancorous in this country and around the Western world began. Where Did the Jobs Go—And How Do We Get Them Back?: Your Guided Tour to America’s Employment Crisis details how the various sides of that debate could conceivably find a compromise, at least in the near term and with regards to the single issue of job creation.

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January 19, 2012

The B2B Executive Playbook

Filed under: Book Reviews,General Business — bob @ 4:56 pm
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Selling to consumers is different than selling to businesses. Most marketers and business strategists understand this empirically, but it doesn’t stop them from trying to use celebrity spokespeople and other tried and true consumer approaches to sell to business markets.

Why is this the case? Why does life in the two eco systems – business-to-consumer and business-to business – require different approaches? Sean Geehan, founder of the Geehan Group, sets out to explain as well as how to find success in The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth.

Geehan has spent the past 20 years helping to drive growth in B2B companies through his work in executive training and strategic planning. He wrote the book out of frustration as most business books chronicle the successes of business-to-consumer books as well as the fact that many executives are unclear on what is required to grow a B2B company.

Geehan begins the book by explaining the three realities B2B companies labor under:

• The fate of a B2B company rests in the hands of relatively few customer companies. Geehan cites Celestica, a Canadian-based company that provides supply chain services. He writes that Celestica has $7 billion in annual revenue that comes from 100 total customers and contrasts that with Starbucks, which has $10 billion in annual revenue derived from 80 million worldwide customers.

• The fate of a B2B company rests in the hands of just a few people. Here, Geehan cites the case Oracle, where someone whishing to sell to that company, there are one or two decision makers, 65 influencers, and 3 purchasing players making decisions for 22,000 users. Contrast that with iTunes, where one person plays all those roles and decided whether to purchase and is also the end user.

• B2B companies rely upon the knowledge and acumen of customers. B2B decision makers have knowledge extremely valuable to the companies selling to them… In the B2B world, your customers may not be familiar with your offerings per se, but they usually know their industries better than those who supply it, and they know hoe to evaluate you solutions in light of their needs.

Geehan writes that the goal for B2B (and all companies) is to achieve sustainable, predictable, profitable growth. To facilitate that effort, he includes a number of ideas and techniques to help companies sell more and grow. He also includes a chapter on pitfalls to avoid, ideas on social media marketing and a number of case studies.

If you work for a company in the business-to-business space, finally there is a book to help you and your company grow. Consider The B2B Executive Playbook the B2B bible.

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