by Adam Hartung | Apr 30, 2014 | Current Affairs, Innovation, Leadership
Economic growth is a great thing. When the economy booms people make more, so they pay more income taxes. They spend more, which generates more sales tax. They upgrade homes and buy bigger homes, which have higher property taxes. But even though they pay more dollars in taxes, people are happy because they have more cash, and often the percent of their income spent overall on taxes is lower.
A virtuous circle where everyone benefits. Growth helps the citizens, and the community prospers.
For the industrial era, this virtuous circle was great for Illinois. Farmlands continued to prosper with bountiful crops, while new manufacturing jobs created higher incomes for those leaving the farms. The roadways and airports grew, while income taxes remained almost paltry by national standards. And Illinois could boast some of the country’s best public schools even while property taxes were below national averages. This growth environment kept locals in the state, and attracted people from the plains, other parts of the midwest, south and northeast as well as immigrants from foreign lands. Industrial growth propelled a great environment.
Last week many people were surprised by a recent Gallup survey showing that Illinois leads the USA in people wanting to leave their home state. A whopping 50% of the population would like to leave. And Illinois was 2nd from the top with percentage of people who have high intent to actually leave (at 19%.) So if those two groups overlap Illinois could lose 10% of its population in short order!
If ever there was one, this has to be a wake-up call!
The seeds of this problem were sown many years ago. When manufacturing started going offshore, Illinois was hard hit. A Center for Government Studies report shows that between 2000 and 2010 the number of people employed in Illinois actually declined by 115,000 (1.5%). Farming, wholesale and retail trade jobs fell by 135,000. But far worse was the decline in manufacturing jobs, which dropped by a whopping 311,000. Those were jobs which had been Illinois’ growth foundation for 60 years. And they were the employers who provided the network effect of business-to-business growth that kept the state’s virtuous circle spinning.
Despite the obviousness of this shift in employment – from manufacturing to services – the state reacted timidly to replace that employment base with another growth vehicle. In an era of growing financial services, Illinois failed to develop a strong banking sector, and in fact watched First Chicago/Bank One become JPMorganChase and leave – along with almost all its other large brethren. Despite leading engineering universities (University of Illinois Chicago, University of Illinois Urbana/Champaign, Northwestern, Illinois Institute of Technology, Northern Illinois, etc.) Illinois failed to develop a vibrant angel investing or venture capital community, and digital entrepreneurs were pushed toward the coasts for funding – and increasingly the talent followed them out of state.
It did not take long for the virtuous circle to become a stagnation spiral. As jobs left the state there was lower demand for housing, so people couldn’t sell their houses – especially after 2007. The housing bust that racked America hit the Chicago area, and all of Illinois, harder than many metros. And home prices have failed to recover at anything close to the national average. Chicago still leads major metro areas in percentage of homes with underwater mortgages. To maintain money for schools and roads communities were forced to raise property taxes. Today many people, especially in the 6 Chicago “collar counties,” pay property taxes that are higher than similar homes in Los Angeles and San Francisco! Property taxes that have become among the highest in the country.
With no growth in spending, communities raised sales taxes to generate more income. Today most Illinois citizens pay between 9-10% sales tax, again amongst the highest in the country. Which encourages even greater on-line shopping, and deterioration in the local retail trade.
Road maintenance, and general funding at the state level, pushed the state to raise highway tolls. What were $.25 toll machines on major arteries in the 1990s now cost $.75 (tripled) and the rate is double that ($1.50) if you don’t install an electronic toll device in your auto (sorry out-of-state drivers.)
Lacking growth, state income tax receipts could not keep up with state demands – especially for pensions that depended on both a vibrant stock market as well as higher state income. So Illinois doubled the income tax rate in an effort to fund pensions and avoid bankruptcy.
Yet, despite seeing taxes in all areas increase, residents are subject to declining services. Potholes remain an ever-present danger for drivers. Municipal traffic services (buses and rail cars) have increased prices by multiples, yet there are fewer routes and longer waits for customers.
Which leads to an even worse element of stagnation – aging population. As the jobs for people 16-44 declined, younger people left the state and that demographic actually declined by 3.2% between 2000 and 2010. Those who remained were older, so the Baby Boomers grew by 21%! However, this aged demographic is not in its prime “spending” years, and instead is much more likely to invest for retirement. Thus further dampening the local economy.
And, an aging population means that the number of children declined – dramatically. The “baby bust” resulted in a 6.2% decline in children under age 10 in Illinois last decade. Fewer children means less demand for school teachers, and all the things related to child rearing, further shrinking the economic growth prospects. While this is good news for property tax payers generally, it’s never a good sign to see closed schools simply because there’s no need for them.
Now the spiral becomes a self-fulfilling prophecy. Retiring boomers on a fixed income realize that they cannot afford to live in a state with such high, and rising, property taxes. Especially when other states have fixed taxes that are 1/4 to 1/3 what they pay in Illinois. These retirees (or soon to be retirees) discover lower property tax states often have sales taxes that are half what they pay in Illinois. The economics of staying become increasingly difficult to bear – while the benefits of leaving look ever more promising.
Entrepreneurs and business leaders see little reason to move more jobs into Illinois. When looking at facility locations they realize they can receive the same tax breaks almost anywhere, but employees would prefer the lower tax environment of other states – especially sun belt states like Texas which has no income tax. As Illinois offers tax breaks to dinosaurs like Sears, desperately trying to keep jobs despite failing corporate prospects, it becomes increasingly difficult to lure anyone other than small-employing headquarters locations into the state. And personal taxes keep going up to compensate for these ill-conceived legacy company support programs.
No wonder so many people think about leaving Illinois. And we haven’t even mentioned the weather (do you know how to spell P-O-L-A-R V-O-R-T-E-X?)
Growth is a wonderful thing. Everyone prospers when economic growth provides the virtual circle of more cash. But when the market turns toward the stagnation spiral – well it sucks for just about everyone.
Just ask the folks in Detroit – who are now auctioning off empty homes for $1,000 on the internet just to stop ongoing blight that is wrecking the city like an economic tsunami.
There is no simple answer for a declining economy like Illinois. But this was a situation that took over 2 decades to create. Failure to recognize the decline in manufacturing, and shift to digital economy jobs, left political and industry leaders arrogantly thinking everything would be fine. An inability to invest in creating a replacement powerhouse industry means the state has few resources to invest in anything at all now. Unable to leverage local university innovation with a comprehensive and effective program for funding projects has created a veritable slipper-slide from Illinois to California or New York for new graduates.
The answer will take a some time to develop, and implement. But one thing is clear, if Illinois’ leaders don’t come up with something soon there will be even fewer people around, and even greater problems developing. It would be easy to dismiss this Gallup poll, or let community pride keep one from taking its implications seriously. But that would be an even worse mistake. This is a serious wake-up call.
by Adam Hartung | May 29, 2009 | Current Affairs, In the Whirlpool, Leadership, Lifecycle
GM will file bankruptcy next week ("GM reaches swap deal, but bankruptcy still lies ahead" Marketwatch). It's likely historians will look back on this event as a major turning point in the change away from an industrial world (away from making money on "hard" assets like factories). GM was considered invincible. As were all the auto companies. The reorganizing of Ford, and bankruptcy of Chrysler will be remembered, but not likely with the impact of GM filing bankruptcy. Pick up any book on America post WWII and you'll find a discussion of General Motors. The quintessential industrial company. Destined to live forever due to its massive revenues and assets. After next week, history books will change. Altered by the previously unimaginable bankruptcy of GM. If "What's good for GM is good for America" is no longer true, what does it mean for America when GM declares Bankruptcy?
None of America's car companies will ever again be strong, vibrant auto companies. They are in the Whirlpook and can't get out. It's simply impossible. GM is now worth about $450million (at current prices of about $.80/share). It already owes the federal government $20billion – which is supposed to be converted to equity, with more equity owned by employees and converted bondholders. For most of the time since the 1970s, the average value of GM has been only $15billion (split adjusted average price $25). To again become viable GM wants the government to increase its investment to $60billion ("GM bondholders may recoup $14Billion" Marketwatch.com. That means for GM to ever be worth just the amount being supplied by the government bailout it would have to be worth $116/share – which is $20/share more than it was worth at its peak in the market blowout of 2000! (Chart here).
That means it is impossible to conceive of any way GM could ever be successful enough to achieve enough value as a car company to repay the government – and thus it has no future ability to provide dividends to private investors. Even though GM says it will be repositioned to be healthy, that simply is not true. It's no more healthy or attractive than Quasimodo, the hunchback of Notre Dame, could have ever hoped to be – or the elephant man. Helping them is charity, not a business proposition. When a company has no conceivable hope of making enough money to repay its investors it cannot attract management talent, or additional capital as assets wear out, and it eventually fails. It won't be long before the people running GM realize their future are as bureaucrats in a non-profit – but with far less psychic value than working at, for example, the Red Cross.
Meanwhile, Chrysler is downsizing dramatically as it looks for its way out of bankruptcy. As it tries to give the company to Italians to run, the company is dropping obligations it has carried for years. Even the venerable Lee Iacocca, who literally saved the company 20some years ago, will lose his pension and even his company car ("Iacocca losing pension, car in Chrysler bankruptcy" Reuters).
Ford, which restructured before this latest market shift, has not asked for bailout money. But its market share is dropping fast. Its vendors (including Visteon) are going bankrupt and Ford is guaranteeing their debt to keep them in business – with an open-ended cost not yet reflected in Ford's P&L. Even though it restructured, Ford's balance sheet is shot ("What About Ford?" 24/7 Wall Street). It has no money to design a new line of competitive vehicles.
None of these 3 companies have the wherewithal as operating businesses to replace assets. And they are competing with Japanese, Korean and Indian companies that have lower operating costs, lower fixed asset investments, higher quality and newer product lines, better customer satisfaction rates, higher profits and stronger balance sheets. Without competition it's hard to expect America's car companies to do well. When you look at competitors you realize this game can still have several more moves (especially with market intervention by government players with public policy objectives) – but the end is predicatable. Only for reasons of public policy, rather than business investment, would you continue to fund any of these American competitors.
Even though the switch from an industrial economy to an information economy began in the 1990s, historians will likely link the switch to June, 2009. (I guess that's fair, since the shift from an agrarian economy to an industrial economy began in the 1920s but wasn't recognized until the late 1940s.) Just as GM was the company that epitomized the success of industial business models, it will be the company that becomes the icon for the end of industrial models. It failed much faster, and worse, than anyone expected.
If "What's good for GM" (as in the government bailout) isn't good for America any longer – what is? For many people, this is shift is conceptually easy to understand – but hard to do anything about. They don't know what to do next; what to do differently. They fully expect to continue focusing on balance sheets and assets and the tools we used to analyze industrial companies. And those people will see their money drift away. Just like you can't make decent returns farming in a post-agrarian economy, you won't be able to make money on assets in a post-industrial economy. From here on, it's all about the information value and learning how to maximize it. It's not about old-style execution, its about adaptability to rapidly shifting markets built on information.
Let's consider CDW – a 1990s marvel of growth shipping computers to businsesses around America. CDW has pushed hardware and software onto its customers for 2 decades in its chase with Dell. But every year, making money as a push distributor gets harder and harder. And that's because buyers have so many different sources for products that the value of the salesperson/distributor keeps declining. Finding the product, the product info, inventory, low shipping and low price is now very easily accomplished with a PC on the web. Every year you need CDW less and less. Just like we've seen distributors squeezed out of travel we're seeing them squeezed out of industry after industry – including computer componentry. If CDW keeps thinking of itself as a "
;push" company selling products – a very industrial view of its business – it's future profitability is highly jeapardized.
The market has shifted. For CDW to have high value it must find value in the value of the information in its business. Perhaps like the Chicago Mercantile Exchange they could create and trade futures contracts on the value of storage, computing capacity or some other business commodity. The information about their products – production, inventory and consumption – being more profitable than the products themselves (everyone knows more profit is made by Merc commodity traders than all the farmers in America combined). Or CDW needs to develop extensive databases on their customers' behaviors so they can supply them with new things (services or products) before they even realize they need them — sort of like how Google has all those searches stored on computers so they can predict the behavior of you, or a group your identified with, before you even type an internet command. CDW's value as a box pusher is dropping fast. In the future CDW will have to be a lot smarter about the information surrounding products, services and customers if it wants to make money.
A lot of people are very uncomfortable these days. Since the 1990s, markets keep shifting fast – and hard. Nothing seems to stay the same very long. Those trying to follow 1980s business strategy keep trying to find some rock to cling to – some way to build an industrial-era entry barrier to protect themselves from competition. They try using financial statements, which are geared around assets, to run the business. Their uncomfortableness will not diminish, because their approach is hopelessly out of date. GM knew those tools better than anyone – and we can see how that worked out for them.
To regain control of your future you have to recognize that the base of the pyramid has shifted. How we once made money won't work any more. Value doesn't grow from just owning, holding and operating assets. Maximizing utility of assets will not produce high rates of return. We are now in a new economy. One where outdated distribution systems (like the auto dealer structure) simply get in the way of success. One where a focus on the product, rather than its use or customer, won't make high rates of return. With the bankruptcy of GM reliance on the old business model must now be declared over. We've entered the Google age (for lack of a better icon) – and it affects every business and manager in the world.
The future requires companies focus on markets, shifts and adaptable organizations. Successful businesses must have good market sensing systems, rather than rely on powerful six sigma internal quality programs. They have to know their competitors even better than they know customers to deal with rapid changes in market moves. They have to be willing to become what the market needs – not what they want to define as a core competency. They have to accept Disruptions as normal – not something to avoid. And they have to use White Space to learn how to be what they are not, so they remain vital as markets shift. So they can quickly evolve to the next source of value creation.
by Adam Hartung | May 13, 2009 | Current Affairs, General, In the Whirlpool, Leadership, Lifecycle
"Invest in America – but Savings Bonds." I grew up seeing those signs. Of course, I'm over 50. They came from the World War era, when America asked people to buy "war bonds" to pay for involvement. At the time, pre-Bretton Woods, America was still on a gold standard. The country couldn't tust print all the money it wanted. To pay for war goods, Americans were asked to buy bonds. Not for the rate of return – nor even for the eventual gain on principle. It was pure patriotism. Buy bonds to pay for the war. As the clock turned, this patriotic thinking migrated to buying government bonds to help pay for highways, bridges, dams and other projects to help grow America.
I was reminded of this when I saw the Marketwatch.com headline "Ford raises $1.4billion in stock offering". I thought to myself, why would anyone on earth buy newly issued shares in Ford? It's hard to conceive of buying shares in the company as it exists, what with its very long history of weak profits, tepid product lines, limited innovation and lack of attachment to market trends. But to give the company new money, in form of equity with guarantee of a return on or of your principle…. Why that is simply befuddling. This money is not intended to go for new products or improving the company's links to customers. Rather, it all is intended to pay for part of a health care trust that might assuage growing total labor costs. Sort of like paying for part of a clean up on a previous toxic spill. Not something that makes money.
Ford is a company in the Whirlpool. It's odds of surviving are low. It's odds of making high rates of return and being globally competitive are almost nonexistent. Ford wants people to help management defend its past actions – which won't even extend past horrible perfornce – much less improve it. None of this mone is for White Space to do anything new. There is nothing in this offering to make you think Ford will ever be able to repay your investment – or even ever pay a dividend on it.
So I was left thinking that I guess you could buy this offering because you are patriotic. Sort of "Defend America by Defending Ford" and it's management ability to keep running a company that doesn't meet customer, investor or employee expectations. Henry Ford advanced civilization with his ideas for automation and how he applied them at his company – so we need to keep his namesake company alive, I guess (and conveniently forget he was opposed to civil rights, opposed to women's rights and opposed to all forms of organized labor.) And perhaps you want to invest in defending & extending America's involvement in auto production – even though we have a long history of being #1 in making something before exiting it - like shipbuilding, steelmaking and television set production. And maybe you just feel like its your duty to give money to Ford because it represents a great American brand – like RCA, Woolworth's, Studebaker and Hotpoint once did.
Or we can realize this is simply an investment intended to keep Ford alive for another year or two. A form of corporate life support hoping something new comes along to save the patient. For most of us, we're better off with the mattress. There are pension funds out there that receive cash quarter after quarter. They are always looking for investments. Some have billions of newly arrived dollars to invest. And for many, investing that money is done by "rules" rather than analysis. They have to invest x% in equities, and that's allocated Y% and Z% and A% into specific categories. And they will probably buy these shares, after their fund managers have some greatly expensive steak dinnbrs courtesy of the underwriters. Unfortunately, that doesn't make our pensions funds any healthier – but we have little or nothing we can do to affect those decisions.
Keep your money in companies that have White Space. Companies that don't fear Disruption in order to keep themselves aligned with market shifts. Invest in companies that talk about the future, and how their new products will open new opportunities for their customers to accomplish new things. Pay attention to those with long track records of above-average performance – like Google, Apple, Cisco – or Nike, GE and Johnson & Johnson. Invest in the Disruptors that are going to grow the new economy, not those hoping to suck off its benefits with no innovation or other contribution. That will more likely get your 401K back where you want it.
PS – for regular readers – I opologize for being offline without comments for a few days. Computer gremlins attacked me and it's been a struggle to regain control of the machine. Hopefully I'm back on track.
