dislocations   14

Singapore experiments with smart government
January 22, 2018 | FT | by John Thornhill.

Singapore has a reputation as a free-trading entrepôt, beloved of buccaneering Brexiters. ....But stiff new challenges confront Singapore, just as they do all other countries, in the face of the latest technological upheavals. Is the smart nation, as it likes to style itself, smart enough to engineer another reboot?.....Singapore is becoming a prime test bed for how developed nations can best manage the potentially disruptive forces unleashed by powerful new technologies, such as advanced robotics and artificial intelligence...Naturally, Singapore’s technocratic government is well aware of those challenges and is already rethinking policy and practice. True to its heritage, it is pursuing a hybrid approach, mixing free market principles and state activism.

Rather than passively reacting to the technological challenges, the island state is actively embracing them....“The real skill of Singapore has been to reverse engineer the needs of industry and to supply them in a much more cost-effective way than simply writing a cheque,” says Rob Bier, managing partner of Trellis Asia, which advises high-growth start-ups...To take one example, the country has become an enthusiastic promoter of autonomous vehicles. The government has created one of the most permissive regulatory regimes in the world to test driverless cars.....GovTech’s aim is to help offer seamless, convenient public services for all users, creating a truly digital society, economy and government. To that end, the government is acting as a public sector platform, creating a secure and accessible open-data infrastructure for its citizens and companies. For example, with users’ permission, Singapore’s national identity database can be accessed by eight commercial banks to verify customers with minimal fuss. A public health service app now allows parents to keep check of their children’s vaccinations.

By running with the technological wolves, Singapore is clearly hoping to tame the pack.
Singapore  autonomous_vehicles  dislocations  traffic_congestion  aging  smart_government  disruption  robotics  automation  artificial_intelligence  test_beds  reboot  city_states  experimentation  forward-thinking  open-data  privacy  reverse_engineering 
january 2018 by jerryking
Now at Saks: Salt Rooms, a Bootcamp and a Peek at Retail’s Future - The New York Times
By DAVID GELLES AUG. 4, 2017

Venerable department store was dealing with the upheavals throttling the retail industry. As stores around the country reckon with Amazon.com, discount chains and changing consumer habits, they are turning to “experiential” offerings that entice people to enter their doors..... “Selling stuff in stores is not the answer,” he said. “You have to build an emotional connection with them. Where else can you take a fitness class and buy a Chanel handbag?”

It isn’t clear how many of Saks’s discerning clientele are actually interested in getting a lemon scrub after purchasing a $5,100 Alexander McQueen dress. During multiple visits over the past week, The Wellery was sparsely populated.
retailers  Saks  shareholder_activism  dislocations  future  department_stores  experiential_marketing  wellness  Nordstrom  Macy's  emotional_connections  experimentation  boot_camps  Amazon  shifting_tastes  contra-Amazon 
august 2017 by jerryking
GE’s CEO choice pushes the boundaries – Breakingviews
12 June 2017 By Rob Cox

Despite the worldwide upheaval confronting chieftains of multinational companies, Flannery has been dealt a better hand. Immelt took over a GE addicted to finance, willing to prostitute the stellar credit ratings of its world-class manufacturing and engineering capabilities for a quick buck. Over his tenure, which started ominously on Sept. 11, 2001, Immelt did wean the company off $260 billion of financial assets, but only after the crisis forced his hand. He also divested appliances, plastics and media.

For all this reimagining of GE, which included moving the headquarters to Boston and a plunge into the industrial internet, Immelt has been dogged by a poorly performing stock. GE returned $143 billion in dividends to shareholders under his stewardship, but the shares also have tumbled by some 30 percent.

Although Flannery most recently has been running the company’s subscale healthcare division, he has pranced across GE’s landscape. His corporate bio begins in evaluating risk for leveraged buyouts. Since then, it has been a global grand tour, running businesses across Asia and in India and Argentina. This is evidence of how GE’s growth resides in places where thirst for power, transportation, energy and healthcare – all of which GE’s products aim to sate – will be in greater demand, even as Immelt professed last year that protectionist tendencies worldwide means “companies must navigate the world on their own.”
GE  John_Flannery  appointments  CEOs  Jeffrey_Immelt  dislocations  multinationals 
june 2017 by jerryking
What Comes After Acheson’s Creation? - WSJ
By PEGGY NOONAN
Feb. 9, 2017

The U.S. military needs to know what the U.S. government seeks from it. The White House need to communicate an overarching plan because if there’s no higher plan they, in turn, can’t make plans to meet the plan.....like tornado victims, those interested in foreign policy have been [shellshocked]—staring in shock at the wreckage of the post-War II international system.

But something has to be rebuilt. Everyone now has to be an architect, or a cement-pourer, or a master craftsman carpenter.

It’s been instructive the past week to reread a small classic of statecraft, “Present at the Creation” by Dean Acheson, published in 1969. As undersecretary and then secretary of state he was involved in the creation of the postwar order.

What is inspiring about Acheson’s first-rate second-rateness is that he’s like a lot of those we have developing foreign policy right now.

Acheson, though he did not present it this way, provides useful lessons for future diplomats in future crises.

• Everyone’s in the dark looking for the switch.
• Don’t mess things up at the beginning.
• Be able to see your work soberly. Keep notes so history will know what happened.
• Cheer up. Good things can come of bad times, great things from fiercely imperfect individuals.
• Even though you’ll wind up disappointed. All diplomats in the end feel frustrated over missed opportunities and achievements that slipped away. “Alas, that is life. We cannot live our dreams.”

Still to be answered: What is America’s strategy now—our overarching vision, our big theme and intent? What are the priorities? How, now, to navigate the world?

That soldier needs an answer to his question: What do you need from us? What’s the plan?
U.S.foreign_policy  post-WWII  diplomacy  missed_opportunities  Dean_Acheson  note_taking  U.S._military  Marshall_Plan  Peggy_Noonan  change  statecraft  books  Cold_War  international_system  rebuilding  dislocations  The_Establishment  crisis  crisis_management  Communicating_&_Connecting  grand_strategy  statesmen  imperfections 
february 2017 by jerryking
Advertising: Facebook and Google build a duopoly
JUNE 23, 2016 | Financial Times | by Matthew Garrahan.

Google and Facebook compete in some areas such as digital video advertising but are present “across every part of the food chain”, according to one ad executive. This seismic shift to a digital and mobile ad landscape effectively controlled by two companies has wide repercussions for agencies, media buyers, publishers and the brands that want to sell more products.

Advertisers like the targeting they get with Facebook and the trove of data it has on its 1.6bn users, just as they like the efficiency of Google search. But they are worried about a concentration of market power in two companies that not only own the playing field but are able to set the rules of the game as well.

Facebook and Google “are hegemons” that could soon be taking campaigns away from television, says Brian Wieser, analyst with Pivotal Research. Paul Frampton, chief executive of Havas Media Group UK, says they are “black boxes” that have too much power. “They don’t give agencies or the brands access to their algorithms and the data being mined are for Google and Facebook — and not for the brand.”
advertising  advertising_agencies  Facebook  Google  Amazon  WPP  duopolies  media_buyers  dislocations  Mary_Meeker  seismic_shifts 
february 2017 by jerryking
You must do these two difficult things to invest as patiently as the greats - The Globe and Mail
TOM BRADLEY
Special to The Globe and Mail
Published Sunday, Jan. 15, 2017

Great investors have differences, but they share a number of key attributes.

They have an independent view. They feel no obligation to invest in something because others are doing it or because it’s a part of an index. Indeed, they prefer when a stock isn’t popular or heavily traded.

They buy when opportunities present themselves, not when the money is available. Cash doesn’t burn a hole in their pocket.

They buy assets that, in their reasoned opinion, will eventually be worth considerably more than they’re able to purchase them for. The key word being eventually. Their time frame is only slightly shorter than that.

They don’t get hung up on short-term events, although they do monitor them closely so they can take advantage of opportunities. Price movements and/or liquidity events may allow them to buy more or sell, and any new information can be used to update their valuation models.

You get the picture. Patient capital is focused on long-term value creation. It’s comfortable being out-of-sync with popular trends. And it doesn’t get distressed by market dislocations, it gets excited.

If working with a financial adviser, they have to understand and believe in the patient-capital approach. No prattling from them about quick stock or ETF flips. No recommendations of "hot" fund managers nor cold feet when short-term results are poor.

You want advisers and money managers who can live up to the traits listed above and, ideally, who are working in organizations that exemplify the same traits. You and your adviser have a better chance of being “patient capital” if the firm’s sales, marketing, product development and investment strategies are aligned.
Tom_Bradley  investors  long-term  strategic_patience  liquidity_events  personality_types/traits  dislocations  undervalued  opportunistic  unanimity  personal_finance  financial_advisors  contrarians  independent_viewpoints  financial_pornography  best_of 
january 2017 by jerryking
Emerging markets offer clue for investors in 2017
December 31/January 1 2017 | Financial Times | by Gillian Tett.

Now (people = politicians = capriciousness/alternatively, unpredictable waves of populism) are shaping events, not established party platforms or policy programmes....the pricing of political uncertainty has moved from being an emerging market phenomenon to an emerged market issue....Is there any way for investors to adapt to this new world? ....(1) Start by abandoning the idea that asset values can be predicted by using neat economic models alone. ...investors urgently need to think about the difference between "risk" (i.e. events that can be predicted with a certain probability) and "uncertainty" (i.e. unknown future shocks). Until now, investors in developed markets have tended to focus primarily on risks and assume that these can be priced (and hedged against). But 2017 is likely to produce uncertainty. That cannot be easily priced or hedge--and investors should recognize this. (2) Investor should also embrace "optionality": the only way to prepare for a world of uncertainty is to stay as flexible and diversified as possible. Now is not the time for investors to put all their eggs in one basket, or bet on just one asset class. Nor is it time for businesses to be locked into rigid business plans: political and geopolitical upheaval could strike almost anywhere. (3) If 2017 does deliver more risk and uncertainty, expect financial markets to be "skittish" about "news" of all types, and not just economic....Bad news for those who despise market volatility (expectation: we're in for volatility like we've never seen before)....Uncertainty can deliver huge opportunity alongside risks..."good" surprises....Surviving 2017 in the developed economies requires that investors use tools beyond those found in the realm of economics: psychology, sociology and political science. Also, talk to successful emerging market investors to find out how they practice their craft.
Gillian_Tett  emerging_markets  political_risk  dislocations  unpredictability  Brexit  investors  Donald_Trump  uncertainty  risks  optionality  geopolitics  financial_markets  politicians  volatility  tools  economics  psychology  sociology  political_science  FT  institutions  rule_of_law  Gary_Cohn  populism  indicators  human_factor  assets  asset_values  asset_classes  diversification 
january 2017 by jerryking
You Break It, You Own It - The New York Times
Thomas L. Friedman JUNE 29, 2016

It’s the story of our time: the pace of change in technology, globalization and climate have started to outrun the ability of our political systems to build the social, educational, community, workplace and political innovations needed for some citizens to keep up.

We have globalized trade and manufacturing, and we have introduced robots and artificial intelligence systems, far faster than we have designed the social safety nets, trade surge protectors and educational advancement options that would allow people caught in this transition to have the time, space and tools to thrive. It’s left a lot of people dizzy and dislocated.

At the same time, we have opened borders deliberately — or experienced the influx of illegal migration from failing states at an unprecedented scale — and this too has left some people feeling culturally unanchored, that they are losing their “home” in the deepest sense of that word.
Tom_Friedman  EU  Brexit  social_integration  United_Kingdom  safety_nets  social_fabric  institutions  automation  artificial_intelligence  unemployment  illegal_migration  dislocations  open_borders 
june 2016 by jerryking
Cayetano Ferrer
"Cayetano Ferrer (b. 1981 Honolulu) is interested in the spatiotemporal dislocations created by architecture, especially in Las Vegas, a city in which time and space often appear to be suspended. Once the fastest-growing city in the country and a hot spot for “atomic tourists,” Vegas has become a place where casinos are constantly being demolished and new construction projects are begun and then halted due to the dismal economy. Ferrer has spent the last couple of years collecting scraps and remnants of casino carpeting, examining the colors and designs and finding precedents in the long history of carpet making, such as symbols and patterns reminiscent of pre-Columbian tapestries. Patching together remnants, he has created a pattern even more dizzying than that of a single carpet, a hypnotic mosaic that takes you deep into the void, evoking the lulling world of the casino. Each seam of each scrap is simultaneously a rupture and a convergence. The carpet compresses designs from different casinos while suggesting a compression of time (not unlike the architectural experience of Las Vegas), with patterns and images derived from multiple cultures, times, and places."

[See also (source of text above): http://www.madeinla2012.org/artist/cayetano-ferrer-2/ ]
cayetanoferrer  art  artists  losangeles  lasvegas  patterns  spatiotemporaldislocations  dislocations  time  space 
february 2013 by robertogreco
"Structural Breaks" and Other Timely Phenomena -
December 12, 2008 |Adam Smith, Esq.|Bruce MacEwen.

Finally, some words about strategy in the midst of a structural dislocation. Times like these—especially times like these—call for coherent responses on behalf of your firm to the challenges out there in the marketplace. This, rather than any tepid or hypocritical "mission statement" or allegedly scientific market segmentation analysis that will be overtaken by events before it can be bound and distributed,, is the type of strategy that actually has traction today.

And the essence of such a strategy is a thoughtful and reflective view on the marketplace forces at work, and how they'll affect your firm, your talent pipeline, your geographic centers of gravity, and your client base. To produce a coherent, nuanced, and dynamic view of what's happening, there's no substitute for the hard work of thinking about this multi-dimensional chessboard, with almost daily midcourse corrections based on new data points and new conversations, essentially incoming at you all the time.
Bruce_MacEwen  McKinsey  financial_history  simplicity  ratios  strategic_thinking  talent_pipelines  structural_change  howto  customers  Five_Forces_model  competitive_landscape  situational_awareness  course_correction  disequilibriums  accelerated_lifecycles  dislocations  hard_work  dynamic 
november 2011 by jerryking
Dislocations: The Old Glorys
they were so good i meant to look them up and forgot. thanks for being on top of that for me internet
jerseycity  bands  dislocations 
september 2010 by signoretta
What World Migration Means for Business
5/19/2003 | HBS Working Knowledge | by Marcelo M.
Suárez-Orozco. Transnational immigrants are just "the tip of the
iceberg," he said. China probably has more than 100 million internal
immigrants moving from rural areas into the cities. The greatest
dynamics today are often within nation-states like China or within
regions of the world, he said. The largest flow of refugees today is
within Africa.

Whether they are moving from one continent to another or from a village
to a city, immigrants may experience the same sorts of upheaval:
political, legal, cultural, and linguistic. "These are not unlike the
processes of moving from Montego Bay to Boston, because [often] they're
coming from completely different linguistic and cultural groups," he
said.
migrants  immigration  globalization  China  remittances  internal_migration  dislocations  refugees  Africa 
november 2009 by jerryking

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