Skip navigation

Tag Archives: Corporate Governance

I read both WSJ and NY Times. One leans right and the other left. Unfortunately, many times the rantings (both legitimate and not) make it difficult to wade through the discussions.

I think an important aspect of corporate governance is mission. When corporations lose sight of their mission and focus solely on profitability as their only yardstick then anything goes.

For example if AIG had stuck to insurance as their mission, their means of delivering profits, and therefore wealth, AIG would be a very strong company today.

Another example is GM (I’m inferring a lot from the news articles and I might be wrong but time will tell).

At some point in their history GM prided itself for its differentiation strategy. It knew of every nook and cranny of the auto market, but today by way of profitability, GM is essentially an SUV/truck company.

GM lost sight of its need, its mission, to satisfy the transportation needs of the American public, and set its sights on profits at any expense. In a sense we can say that GM allowed SUV/trucks to subsidize the other segments of its business.

Worse still, its development of the electric car (in my opinion) is something to appease stakeholders. GM’s electric car, the Volt, is not a serious contender for the consumer market as it does only 40 miles on a charge.  The average American drives 33 miles per day. (So you know why 40 miles per charge!) Note these are averages, so a Volt owner is going to be severely restricted ie don’t sell your first car. The need to keep your first car is going to reduce the potential market even further.

Compare this with the Tesla at 244 miles per charge. So the Volt is a dud.

The same can be said of the banking industry, sub-prime is a dud. And probably securitization as we have know it.

Once you control a juggernaut, making profits by itself is easy, just don’t reinvest in your future and you will look good for a while. In brand management this is called ‘milking’.

Corporate governance needs to deal with two issues, (1) staying focused i.e. missions, and (2) seek a balance or to temper “profits today” with “a future tomorrow”.

___________________________________________________________________
Disclosure: I’m a capitalist too, and my musings & opinions on this blog are for informational/educational purposes and part of my efforts to learn from the mistakes of other people. Hope you do, too. These musings are not to be taken as financial advise, and are based on data that is assumed to be correct. Therefore, my opinions are subject to change without notice. This blog is not intended to either negate or advocate any persons, entity, product, services or political position.
___________________________________________________________________

I posted my comments to John Steele Gordon’s article on other forums and found it difficult to stay clear of the political leanings of authors. I am not interested in the political leanings of any author.

I believe if a government, any government, has to step-in to bail out private enterprise on the scale the US is now doing, than we are witnessing the failure of corporate governance in the private sector.

Both sides can fail as pointed out by Gordon’s and myself. And there are no assurances of either success OR failure at the outset.

The Port Authority of Singapore, and Australian healthcare services are two examples of excellent government run services – excellent. The Apollo program of the 1960s is a US-based public sector success, and a tremendous success it was.

I think the impact of point (1) is underestimated in the private sector. Just because a private sector C officer is in the private sector does not mean that he/she runs an organization solely by merit, i.e. political considerations come into play.

For example (without naming names) board members are often selected / approved by whether they will implicitly support the Chairman / President / CEO, and not for their independent views. So you get entrenched blocks. With entrenched blocks leadership goes out the window because leadership is no longer required to keep your position.

To avoid the risk of massive failures, real corporate governance needs to come into play, but how?

Benjaimn T Solomon
Managing Principal
QuantumRisk LLC

___________________________________________________________________
Disclosure: I’m a capitalist too, and my musings & opinions on this blog are for informational/educational purposes and part of my efforts to learn from the mistakes of other people. Hope you do, too. These musings are not to be taken as financial advise, and are based on data that is assumed to be correct. Therefore, my opinions are subject to change without notice. This blog is not intended to either negate or advocate any persons, entity, product, services or political position.
___________________________________________________________________