Saturday, April 28, 2012

Hit and Flop

Still, the surest way to guarantee failure in the long term is to be so paralysed by the fear of it that you don’t try anything new. The line that separates a hit from a flop is thin. Companies sometimes have to slaughter sacred cows to escape obsolescence: IBM only recovered from its death spiral when it abandoned its focus on building hardware. Some of the most successful products are the result of mixing oil and water—most obviously, phones with computers and entertainment systems.

http://www.economist.com/node/21551455

Keep experimenting!

 

 

Saturday, April 21, 2012

Bezos on Risk-Taking

This may explain why Mr Bezos is so keen to ensure that Amazon preserves its own appetite for risk-taking. As companies grow, there is a danger that novel ideas get snuffed out by managers’ desire to conform and play it safe. “You get social cohesion at the expense of truth,” he says. He believes that the best way to guard against this is for leaders to encourage their staff to work on big new ideas. “It’s like exercising muscles,” he adds. “Either you use them or you lose them.”
http://www.economist.com/node/21548487

Words of wisdom from the Amazon.com founder.

Trade in Middle East

More trade would have familiar benefits: larger markets should enable firms to reap greater economies of scale, increase returns to investment and adopt more new technology. Just as important in the Middle Eastern context, more open trade would begin the process of dismantling over-centralised states and create a constituency for further economic change. Of course, trade liberalisation is no substitute for privatisation, financial reform and other domestic measures. But it has a political advantage over those reforms. Because the steps required are relatively small ones (reductions in red tape, for instance) they should provoke less resistance from insiders; and because regional trade can be presented as a pan-Arab goal, it does not have the same taint of “Westernisation” that discredited earlier reform efforts. Regional trade would be only a start. But the main thing is to start somewhere.
http://www.economist.com/node/21548153

The case for inter Arab trade as pathway for larger economic reform.

Saturday, April 14, 2012

Growth Not Size


Rather than focusing on size, policymakers should look at growth. One of the reasons why everyone loves small firms is that they create more jobs than big ones. But many small businesses stay small indefinitely. The link between small firms and jobs growth relies entirely on new start-ups, which are usually small, and which by definition create new jobs (as they did not previously exist). A recent study of American businesses found that the link between company size and jobs growth disappears once the age of firms is controlled for.

Rather than spooning out subsidies and regulatory favours to small firms, governments should concentrate on removing barriers to expansion. In parts of Europe, for example, small firms are exempted from the most burdensome social regulations. This gives them an incentive to stay small. Far better to repeal burdensome rules for all firms. The same goes for differential tax rates, such as Britain’s, and the separate bureaucracy America maintains to deal with small businesses. In a healthy economy, entrepreneurs with ideas can easily start companies, the best of which grow fast and the worst of which are quickly swept aside. Size doesn’t matter. Growth does.

http://www.economist.com/node/21548945

The good thing about Kuwait is equality when it comes to size of business. Both big and small are not saved from bureaucracy and red tape.