Monday, April 18, 2016

Alissa Rubin, 2016 Pulitzer Winner, Reports From the Front Lines - The New York Times

Alissa Rubin, 2016 Pulitzer Winner, Reports From the Front Lines - The New York Times:



 "A foreign correspondent for nearly three decades, Alissa Rubin is known for descending deep into some of the world’s scariest conflicts and returning with rare, often poignant glimpses into the plights of soldiers, survivors and victims."



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Robber Baron Recessions

When Verizon workers went on strike last week, they were mainly protesting efforts to outsource work to low-wage, non-union contractors. But they were also angry about the company’s unwillingness to invest in its own business. In particular, Verizon has shown a remarkable lack of interest in expanding its Fios high-speed Internet network, despite strong demand.
But why doesn’t Verizon want to invest? Probably because it doesn’t have to: many customers have no place else to go, so the company can treat its broadband business as a cash cow, with no need to spend money on providing better service (or, speaking from personal experience, on maintaining existing service).
And Verizon’s case isn’t unique. In recent years many economists, including people like Larry Summers and yours truly, have come to the conclusion that growing monopoly power is a big problem for the U.S. economy — and not just because it raises profits at the expense of wages. Verizon-type stories, in which lack of competition reduces the incentive to invest, may contribute to persistent economic weakness.
The argument begins with a seeming paradox about overall corporate behavior. You see, profits are at near-record highs, thanks to a substantial decline in the percentage of G.D.P. going to workers. You might think that these high profits imply high rates of return to investment. But corporations themselves clearly don’t see it that way: their investment in plant, equipment, and technology (as opposed to mergers and acquisitions) hasn’t taken off, even though they can raise money, whether by issuing bonds or by selling stocks, more cheaply than ever before.
How can this paradox be resolved? Well, suppose that those high corporate profits don’t represent returns on investment, but instead mainly reflect growing monopoly power. In that case many corporations would be in the position I just described: able to milk their businesses for cash, but with little reason to spend money on expanding capacity or improving service. The result would be what we see: an economy with high profits but low investment, even in the face of very low interest rates and high stock prices.
And such an economy wouldn’t just be one in which workers don’t share the benefits of rising productivity; it would also tend to have trouble achieving or sustaining full employment. Why? Because when investment is weak despite low interest rates, the Federal Reserve will too often find its efforts to fight recessions coming up short. So lack of competition can contribute to “secular stagnation” — that awkwardly-named but serious condition in which an economy tends to be depressed much or even most of the time, feeling prosperous only when spending is boosted by unsustainable asset or credit bubbles. If that sounds to you like the story of the U.S. economy since the 1990s, join the club.
There are, then, good reasons to believe that reduced competition and increased monopoly power are very bad for the economy. But do we have direct evidence that such a decline in competition has actually happened? Yes, say a number of recent studies, including one just released by the White House. For example, in many industries the combined market share of the top four firms, a traditional measure used in many antitrust studies, has gone up over time.
The obvious next question is why competition has declined. The answer can be summed up in two words: Ronald Reagan.
For Reagan didn’t just cut taxes and deregulate banks; his administration also turned sharply away from the longstanding U.S. tradition of reining in companies that become too dominant in their industries. A new doctrine, emphasizing the supposed efficiency gains from corporate consolidation, led to what those who have studied the issue often describe as the virtual end of antitrust enforcement.
True, there was a limited revival of anti-monopoly efforts during the Clinton years, but these went away again under George W. Bush. The result was an economy with far too much concentration of economic power. And the Obama administration — preoccupied with the aftermath of financial crisis and the struggle with bitterly hostile Republicans — has only recently been in a position to grapple with competition policy.

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Still, better late than never. On Friday the White House issued an executive order directing federal agencies to use whatever authority they have to “promote competition.” What this means in practice isn’t clear, at least to me. But it may mark a turning point in governing philosophy, which could have large consequences if Democrats hold the presidency.
For we aren’t just living in a second Gilded Age, we’re also living in a second robber baron era. And only one party seems bothered by either of those observations.

Saturday, April 16, 2016

Powerful Earthquake Kills at Least 28 in Ecuador - The New York Times

Powerful Earthquake Kills at Least 28 in Ecuador - The New York Times:



"QUITO, Ecuador — Ecuador's Vice President Jorge Glas says at least 28 people have been killed in a powerful 7.8-magnitude earthquake that hit the country's central coast."



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Bernie Sanders and Pope Francis Meet Briefly at the Vatican - The New York Times

Bernie Sanders and Pope Francis Meet Briefly at the Vatican - The New York Times:



"VATICAN CITY — Senator Bernie Sanders, the Democratic presidential candidate, met briefly with Pope Francis at the Vatican on Saturday morning before the pontiff’s trip to Greece."



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Stop a Pipeline for Fracked Gas - The New York Times

Stop a Pipeline for Fracked Gas - The New York Times:



"GENERATIONS of the Holleran family have harvested sap from trees on their land in New Milford, Pa. In early March, their small maple syrup business was nearly destroyed when armed federal marshals accompanied men with chain saws onto the family farm and used the power of eminent domain to cut down most of their maple trees."



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Thursday, April 14, 2016

In Paris, a Protest Movement Awakens - The New York Times

In Paris, a Protest Movement Awakens - The New York Times:



"PARIS — A revolt over proposed labor-law reforms in France has set off an uprising among French youth, fed up, they say, over their government’s failure to tackle a host of problems and thus robbing them of their future. Calling itself Nuit Debout — roughly translatable as “Standing Up at Night” — the movement recalls Spain’s 2011 anti-austerity Indignados movement and the Occupy movement in the United States. But there are also echoes of France’s own history of popular revolt, including the student-led protests of May 1968."



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Wednesday, April 13, 2016

Why Monetarism Failed - The New York Times

Why Monetarism Failed - The New York Times:



"Brad DeLong asks why monetarism — broadly defined as the view that monetary policy can and should be used to stabilize economies — has more or less disappeared from the scene, both intellectually and politically. As it happens, I wrote about essentially the same question back in 2010, inspired by the more or less hysterical pushback against quantitative easing. I thought then and think now that this was fated to happen, that Milton Friedman’s project was always doomed to failure."



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Tuesday, April 12, 2016

Bono: Time to Think Bigger About the Refugee Crisis - The New York Times

Bono: Time to Think Bigger About the Refugee Crisis - The New York Times:



"I’VE recently returned from the Middle East and East Africa, where I visited a number of refugee camps — car parks of humanity. I went as an activist and as a European. Because Europeans have come to realize — quite painfully in the past year or two — that the mass exodus from collapsed countries like Syria is not just a Middle Eastern or African problem, it’s a European problem. It’s an American one, too. It affects us all."



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The Obamacare Replacement Mirage - The New York Times

The Obamacare Replacement Mirage - The New York Times:



"Hype springs eternal — certainly when it comes to Paul Ryan, whose media image as a Serious, Honest Conservative and policy wonk seems utterly impervious to repeated demonstrations that he is neither serious nor honest, and that he actually knows very little about policy. And here we go again."



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In Wyoming, Hard Times Return as Energy Prices Slump - The New York Times

In Wyoming, Hard Times Return as Energy Prices Slump - The New York Times:



"WRIGHT, Wyo. — For 17 years, Scott Pearce worked as a mechanic here in the Powder River Basin, a Saudi Arabia of Western coal deposits. But about a week ago he became a casualty of the declining local economy, one of nearly 500 people laid off from the Black Thunder and North Antelope Rochelle mines. It was among the latest and worst round of job losses to hit Wyoming."



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Chinese Scions’ Song: My Daddy’s Rich and My Lamborghini’s Good-Looking - The New York Times

Chinese Scions’ Song: My Daddy’s Rich and My Lamborghini’s Good-Looking - The New York Times:



"VANCOUVER, British Columbia — Andy Guo, an 18-year-old Chinese immigrant, loves driving his red Lamborghini Huracán. He does not love having to share the car with his twin brother, Anky."



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Monday, April 11, 2016

New Evidence on When Bible Was Written: Ancient Shopping Lists - The New York Times

New Evidence on When Bible Was Written: Ancient Shopping Lists - The New York Times:



"TEL AVIV — Eliashib, the quartermaster of the remote desert fortress, received his instructions in writing — notes inscribed in ink on pottery asking for provisions to be sent to forces in the ancient kingdom of Judah."



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Scientists Unveil New ‘Tree of Life’ - The New York Times

Scientists Unveil New ‘Tree of Life’ - The New York Times:



 "A team of scientists unveiled a new tree of life on Monday, a diagram outlining the evolution of all living things. The researchers found that bacteria make up most of life’s branches. And they found that much of that diversity has been waiting in plain sight to be discovered, dwelling in river mud and meadow soils."



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Sunday, April 10, 2016

Congratulations! You’ve Been Fired

Photo
CreditHenning Wagenbreth
AT HubSpot, the software company where I worked for almost two years, when you got fired, it was called “graduation.” We all would get a cheery email from the boss saying, “Team, just letting you know that X has graduated and we’re all excited to see how she uses her superpowers in her next big adventure.” One day this happened to a friend of mine. She was 35, had been with the company for four years, and was told without explanation by her 28-year-old manager that she had two weeks to get out. On her last day, that manager organized a farewell party for her.
It was surreal, and cruel, but everyone at HubSpot acted as if this were perfectly normal. We were told we were “rock stars” who were “inspiring people” and “changing the world,” but in truth we were disposable.
Many tech companies are proud of this kind of culture. Amazon keeps getting called out for its bruising environment, most notably in a long exposé in this newspaper last year. On Tuesday, Jeff Bezos, the founder of Amazon, said that people who didn’t like the company’s grueling environment were free to work elsewhere. “We never claim that our approach is the right one — just that it’s ours — and over the last two decades, we’ve assembled a group of like-minded people,” he wrote in a letter to shareholders.
Some viewed the statement as a sign that Mr. Bezos at least seems to recognize that it’s not normal for employees to cry at their desks. But it was also a defiant message that he had no intention of letting up.
I am old enough to remember the 1980s and early ’90s, when technology executives were obsessed with retaining talent. “Our most important asset walks out the door every night,” was the cliché of the day. No longer. The average Amazonian — that’s really what they call themselves — lasts only about a year at the company, according to a 2013 report by PayScale, a Seattle company that studies compensation data.
Treating workers as if they are widgets to be used up and discarded is a central part of the revised relationship between employers and employees that techies proclaim is an innovation as important as chips and software. The model originated in Silicon Valley, but it’s spreading. Old-guard companies are hiring “growth hackers” and building “incubators,” too. They see Silicon Valley as a model of enlightenment and forward thinking, even though this “new” way of working is actually the oldest game in the world: the exploitation of labor by capital.
HubSpot was founded in 2006 in Cambridge, Mass., and went public in 2014. It’s one of those slick, fast-growing start-ups that are so much in the news these days, with the beanbag chairs and unlimited vacation — a corporate utopia where there is no need for work-life balance because work is life and life is work. Imagine a frat house mixed with a kindergarten mixed with Scientology, and you have an idea of what it’s like.
I joined the company in 2013 after spending 25 years in journalism and getting laid off from a top position at Newsweek. I thought working at a start-up would be great. The perks! The cool offices!
It turned out I’d joined a digital sweatshop, where people were packed into huge rooms, side by side, at long tables. Instead of hunching over sewing machines, they stared into laptops or barked into headsets, selling software.
Tech workers have no job security. You’re serving a “tour of duty” that might last a year or two, according to the founder of LinkedIn, Reid Hoffman, who is the co-author of a book espousing his ideas, “The Alliance: Managing Talent in the Networked Age.” Companies burn you out and churn you out when someone better, or cheaper, becomes available. “Your company is not your family,” is another line from Mr. Hoffman’s book.
His ideas trace back to a “culture code” that Netflix published in 2009, declaring, “We’re a team, not a family.” Netflix views itself as a sports team, always looking to have “stars in every position.” In this new model of work, employees are expected to feel complete devotion and loyalty to their companies, even while the boss feels no such obligation in return.
UNFORTUNATELY, working at a start-up all too often involves getting bossed around by undertrained (or untrained) managers and fired on a whim. Bias based on age, race and gender is rampant, as is sexual harassment. The free snacks are nice, but you also must tolerate having your head stuffed with silly jargon and ideology about being on a mission to change the world. Companies sell shares to the public while still losing money. Wealth is generated, but most of the loot goes to a handful of people at the top, the founders and venture capital investors.
The Netflix code has been emulated by countless other companies, including HubSpot, which employed a metric called VORP, or value over replacement player. This brutal idea comes from the world of baseball, where it is used to set prices on players. At HubSpot we got a VORP score in our annual reviews. It was supposed to feel scientific, part of being a “data-driven organization,” as management called it.
Our offices were in a renovated 19th-century factory built by the furniture maker A. H. Davenport. Cavernous red-brick rooms where skilled craftsmen once labored on elaborately hand-carved custom pieces — woodworking treasures that today can be found in museums and in the White House — were now packed with young people who spent long days cold-calling prospects, racing to meet tough monthly quotas, with algorithms measuring their productivity. The “business development representatives,” who were really glorified telemarketers, were paid around $3,000 a month, which works out to $18.75 per hour, if you work 40 hours a week, though many worked more.

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Grinding out phone calls, trying to make a number, hooked to a machine that watches you work — this is progress? The people who worked in the furniture factory probably didn’t have easy lives, either. They certainly didn’t have a beer garden, as workers at HubSpot do. On the other hand, they didn’t go through weeks of training that felt eerily like a cult indoctrination, being told that they could use their “superpowers” to “change people’s lives” by spreading “delightion” to their customers.
Given the choice, I think I’d rather make furniture.

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