Pardon my absence. I know it has been a long time. It has been an eventful time for me. I have been working like a dog, interviewing for a new employer (to include creating and delivering a presentation in front of my potential peers.) I have been working on my MBA, and both instructors had high demands and higher standards. All along, I have been unable to actually form opinions on the books I have read or ideas that I have processed. Something was missing. I thought of this blog often, but I did not want to write here while I still felt adrift.
Now I think I’ve got it. I have that missing link that will allow me to begin tieing together the loose ends of my thoughts.
First, the dilemma: how can we keep the best parts of capitalism (freedom, motivation, competition, market efficiency, etc) while correcting the worst parts (poverty, lay-offs, oppression, pollution, exploitation, unnecessary stress, etc…) Of course, Socialism, Communism, Isolationism, and various Theocracies address some of these points, but they always wipe out the most important and beautiful aspects of capitalism. I have yet to see a successfully implemented system that eliminates oppression.
The biggest problem I see with capitalism is that there is not a logical limit defined. Once you begin a capitalist venture, you can never arrive at a point and say “I have acquired enough, and now we can just coast.” The whole point of capitalism is to continue to grow indefinitely. A new company can grow their market share with innovative products and marketing. Once commercial can cause market share (and the holy grail of capitalism, profits) to jump in significant amounts. However, every market has a limited amount. Eventually, you can no longer make a large leap of profits by growing you market, because there isn’t enough undecided customers in the market to grab.
This would be a time to rest on your laurels and say, “We did it. We maximized our market share. We can just do what we do best and enjoy the ride.” However, the nature of Capitalism insists that you do something to continue to grow something, and ultimately increase your profits. If you do not, then you will either be sued by your investors or gobbled up by competitor. To stand still in Capitalism is to be run over.
Most companies punish people in order to grow profits, eventually. The easiest way to show growth in a stagnant market is to layoff employees. When you show a significant loss of salary and benefits on your financial statements, investors see growth. Unfortunately, you are laying off human being who have debts, families, and feelings. When someone gives a large portion of their life and immense effort to a company, and their reward is a pink slip, that experience can be dark and disgusting. I know from experience.
We like to demonize CEO’s during layoffs, and criticize them for making millions wile laying people off who make $40,000. It has been said that if a CEO would just forgo a few million for one year, he could save the jobs of hundreds, maybe thousands of employees. However, it is not completely a CEO’s fault. It is the nature of the system. If the CEO reaches the point where a layoff is necessary to fix the financial statement and he chooses to save those jobs out of kindness and a sense of responsibility, he is legally liable. He will immediately be sued, fired, and disgraced for not making the decision that capitalism demands: grow the profits and damn the labor.
If you cannot grow your current market and entering a new market is too expensive, then you must cut costs. Capitalism demands it. We must ship out factories overseas. We must layoff huge numbers, and then hire some of them back next quarter. We must force people to do the work of two employees, with less time and tools available. We must take away the free coffee and increase the health insurance premiums while cutting bonuses, overtime, and promotions. If you don’t like it, there’s the door.
There are two business authors who offer a new perspective on the problem and its solution. In both cases, the authors point out the folly of focusing on costs and instead demonstrate means of increasing productivity. In other words, work smarter rather than meaner.
The first author is Dr. Eliyahu Goldratt. His book The Goal is a parable for the business world, and lays out an argument for his Theory of Constraints. The parable describes a plant manager whose career is on the line. While his company wants to cut back, he slowly discovers a methodology to improve the productivity of his plant without cutting costs or adding expenses. The Theory of Constraints is the key: finding the parts of a business process that add expense, and then solving the problem using strategy, timing, or reordering.
The second author is Dr. Jac Fitz-Enz. His work The ROI of Human Capital: Measuring the Economic Value of Employee Performance points out that if we view our labor as having value just as our plant & equipment, cash and equivalents, and other assets have value, and if we look to appreciate those assets through investment and maintenance, then we will have more fulfilled employees. To paraphrase Dr. Fitz-Enz, no amount of compensation can restore the soul of a life spent in mindless toil…Fulfilling work is a reward for the individual and the enterprise…Providing fulfilling work will develop and retain the most productive workers and allow the firm to enjoy the most loyal customers.”
I don’t have it all figured out yet, I just have a piece of the puzzle that enables me to complete some nagging thoughts and take a new perspective on the problem. Capitalism can be saved and improved not by cutting costs, but my improving productivity and investing in people.
I will leave you with a final thought from Dr. Fitz-Enz that I found enlightening. He draws on work from Nobel-prize winning economist Theodore Schultz when he points out that in the industrial age, we moved materials through our business processes to create a marketable product. Now, in the information Age, we do not move materials. We move information which tells us when and how to move the materials. Perfect productivity can be viewed as a circle. When you gather the factors of productivity, you begin to close the circle by learning what data is needed, when, where, in what form, and to whom. The circle is completed when we transform data into information, and eventually into intelligence.
