asterisk2a + costcutting   3

The Growth Trap
[ growing for growth sake! vs growing in a world/area that is not conducive to grow ] When Twitter went public in 2013, its stock soared and its value jumped to $25 billion. Its founders and early investors got rich. But since then, the company has been considered a failure, despite the fact that it boasts 320 million active users, because it's not growing fast enough. Douglas Rushkoff, author of "Throwing Rocks at the Google Bus: How Growth Became the Enemy of Prosperity," talks to Steve Paikin about why he sees the push for more growth as dangerous. // true capitalists (shareholder, crony, greedy) w/o self-regulation or governance extract all the value there is to extract and then leave, dispersing it to the few who already have [...] WE MUST REWRITE THE RULES OF THE GROWTH GAME ITSELF! [...] you want to optimise the economy based on velocity of money (circulation of money), not share price and value extraction [...]
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april 2016 by asterisk2a
As unicorn startups send customer service gigs to the hinterland, is Silicon Valley exporting its prosperity, or just dead-end jobs?
In the end, only a couple of the San Francisco Lyft staffers decided to go to Nashville. Some scrambled to find new jobs in the company, and the rest got severance and left. Six months later, two people I talked to are still looking for jobs, in a city that boasts a 3.4 percent unemployment rate. “I feel a little burned by this experience,” said one. “There’s just this understanding that if you work for customer service in the tech world you’re not valued. Those are soft skills, and associated with women, they’re not super valued.” [...] With their skills deemed better suited to Nashville, Lyft’s workers can’t help but internalize another message about whether they belong in increasingly Darwinian San Francisco. “It doesn’t make any fucking sense to live in one of the most expensive areas in the country and work in nonprofit development,” one told me.
Another customer service worker I’d talked to from a big software company decided that if she wanted to stick around the Bay Area, it was time to teach herself to code.
Service  Sector  Jobs  low  pay  working  poor  low  income  precarious  work  squeezed  middle  class  job  creation  job  market  job  insecurity  job  security  Silicon  Valley  part-time  Contractor  outsourcing  self-employment  customer  runway  operating  margin  cost  center  cost  of  living  standard  of  living  costcutting  tax  credit  Precariat  precarious  employment  career  ladder  career  advice  IT  Industry  labour  market 
march 2016 by asterisk2a
Talking Business - The Real Reason for Ousting H.P.s Chief - NYTimes.com
in recent internal surveys, nearly two-thirds of H.P. employees said they would leave if they got an offer from another company — a staggering number. “He didn’t have the support of his people,” Mr. Enderle said. Although he was good at “holding executives’ feet to the fire, he seemed to be the only one benefiting from H.P.’s success,” Mr. Enderle continued. “He alienated himself from the people who might have protected him.”

Mr. Hurd was systematically destroying what had always made H.P. great. The way H.P. made its numbers, Mr. House said, was not just cutting any old costs, but by “chopping R.&D.,” which had always been sacred at H.P. The research and development budget used to be 9 percent of revenue, Mr. House told me; now it was closer to 2 percent. “In the personal computer group, it is seven-tenths of 1 percent,” he added. “That’s why H.P. had no response to the iPad.”

CEO / leader who is busy chopping the future is also posting fabulous short-term profits.
HP  2010  corporate  governance  CEO  leadership  wallstreet  financial  market  profit  corporation  R&D  iPad  RIM  operation  costcutting 
august 2010 by asterisk2a

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