Tag Archives: Business

Education Trumps Entrepreneurship

There is a growing trend among universities to devote resources to studying entrepreneurship. This trend is primarily focused in the business and engineering departments, but it is spreading inexorably across campus. It seems as if everyone wants to create a new class of entrepreneurs. This impulse is understandable; after all, if you are the university that graduates the founders of the next Google, there are big donations in your future.

But this focus on entrepreneurship doesn’t come without costs. Universities generally don’t have limitless budgets, so if increased resources are flowing to entrepreneurship studies, that means resources aren’t flowing into other departments. At my alma mater, Stanford University (see below), our alumni magazine seems to be constantly writing about new initiatives to train entrepreneurs, but it almost never talks about a new program in English or history. I think that universities’ movement toward entrepreneurship has gone too far.

Not that entrepreneurship is a bad thing. If people want to start companies, that’s great. I’m happy that companies like Google exist. And Amgen, and Hewlett-Packard, and even General Electric, all of which were started by entrepreneurs. But notice that none of those companies were started by people who had studied entrepreneurship. In fact, they were all started before this trend in teaching entrepreneurship had even begun. It’s not as if this country had a serious lack of entrepreneurs before universities started training them.

But more important to me is the fact that there is more to a university education than just training for a future job, whether as an entrepreneur or engineer or ethicist. College is also about producing well rounded people, who can analyze life in a variety of ways, who are prepared to be good citizens of their country. And I’m not the only one who thinks that way. Thomas Jefferson founded UVA with the goal of “elevating the views of our citizens generally to the practice of the social duties and the functions of self-government.” John Adams thought that education was so important that he put it in the Massachusetts constitution:

Wisdom, and knowledge, as well as virtue, diffused generally among the body of the people, being necessary for the preservation of their rights and liberties; and as these depend on spreading the opportunities and advantages of education in the various parts of the country.

If people want to start companies, they will certainly do so. They always have. So let’s not waste their four years of college making them “better entrepreneurs,” as if we even know what that is. Let’s just make them smart, well-educated people, and the entrepreneurship will inevitably follow.

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The University Isn’t Going Anywhere

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There is a lot of talk going around about how universities are broken, and Silicon Valley is going to put the Ivy League out of business. Certainly change is afoot, and continued tuition hikes at twice the rate of inflation are ridiculous. Online universities like Udemy and the Miverva Project are interesting, and may even succeed, depending on whether success is measured in teaching students or in making tons of money. But if success is measured in pushing the existing elite universities out of their current position, don’t hold your breath.

Kevin Carey wrote a piece in The New Republic saying how the roster of leading companies has completely changed over the last century but the roster of leading universities has not. American Cotton Oil is gone, but Harvard remains. Carey states that this is unsustainable; education should be as prone to disruption as business.

But there is a deep flaw in Carey’s analogy. Companies go out of business mostly because people no longer want their products. When was the last time you bought cottonseed oil, or film for your camera? But people still want what universities are offering, especially elite universities. Is education still valuable? Yes. Is a Harvard degree still valuable? Yes. I don’t want any cottonseed oil, but I sure want my kids to get a Harvard education and diploma. And as long as the desire for education and prestige remains (ie. as long as human nature still rules), the elite universities will remain so.

Four Keys to a Happy Work Environment

I’ve been thinking about work, and what makes working at a company enjoyable. What any person might like or dislike about work can vary widely, of course, but I’ve worked at a lot of different companies, and across those various companies I’ve found four main factors that determine how pleasant work at a company might be:

  1. The wind is at your back
  2. Things work smoothly
  3. Common commitment to a mission
  4. Strong management team

Wind at your back means that the market is moving your way and revenues are coming easily (as easily as they ever do). Like you’re Instagram and everybody wants your app. Or you’re Caterpillar during a construction boom, when people are clamoring for your tractors. When the wind is at your back, everything is easier. Your decisions all seem right, and if you happen to make a mistake, it just doesn’t matter that much. Your colleagues are in good moods, your bosses are happy with your work, and bonuses are in your future. When the wind is at your back, work almost seems like play.

Having your company work smoothly is an internal state, rather than one dependent on the market. Processes are in place and lines of communication are established. Objectives are set, each group is executing on those objectives, and everybody is in synch. When your organization is firing on all cylinders you feel productive, even if the wind isn’t at your back. Sure, maybe you could be growing faster, but you are getting things done, and that feels great.

Even if you aren’t all in synch, you can all be committed to the same mission. And this doesn’t need to be a feel-good, change the world sort of mission. Going back to Caterpillar, if everyone is committed to the mission of making great tractors and selling the heck out of them, then you are all on the same team, heading toward the same goal, and that is fun. You might be facing a headwind (housing crisis!) and your company may not be very organized, but at least you are all in it together, pulling in the same direction.

If you’ve got good management, everything is a little better. A good boss makes you feel appreciated, like your contributions actually matter. And if your contributions matter, you will work harder on those contributions, and feel better about that work. Good management can make work more rewarding, and more fun. Bad management, on the other hand, makes you dread coming to work each day.

CEOs: Imagine You Are The Janitor

OK, I promise this will be the last entry on cultural change. At least for a while.
But I wanted to return to the topic that started this arc: changes in corporate culture. You might recall how I postulated that a company could change its culture only if that change started at the top. The CEO needs to live the culture that he wants the whole company to have.

But that raises a question: can a CEO, from his top of the heap position, even successfully think through cultural issues? Go back to my prior example, where there is a culture of being late to meetings because the CEO is always late to meetings. If the CEO is always late, but nobody is late to the CEO’s meetings (because he is the boss, after all), then maybe he doesn’t even realize that this culture exists, and that it wastes everyone’s time. His time isn’t being wasted, so perhaps he doesn’t even see the problem.

If this is true of the CEO, it is likely true of other high level executives, depending on the size of an organization. So how can these oblivious executives work to develop a functional corporate culture? Here I turn to the work of John Rawls, a titan of political philosophy.  Rawls tried to develop a political system that maintained the liberty of markets while countering the tendency of market economies to perpetuate economic disadvantages.

In his masterwork, A Theory of Justice, Rawls balanced these two competing strands through an invention he called the veil of ignorance. Rawls suggested that policy makers devise policies via a thought exercise in which they ignored their actual station in life and imagined how the policy would affect the least advantaged person in society. By operating behind a veil of ignorance as to how policies would affect them personally, they would develop policies that were fairer to everyone.

Maybe CEOs and other top executives should sometimes step behind a veil of ignorance. As a thought experiment, it’s not really that hard. Ask yourself “How would the average employee feel about this? What about the lowest ranking employee?” Only a CEO whose ego has been stoked to l’etat c’est moi proportions will not be able to imagine how his underlings might feel. In the case our always late CEO, surely he will recognize how people feel when he is always late to their meetings.  And if he is so Louis XIV that he is truly unable to imagine how others might feel, then that company’s culture is utterly doomed and everyone should just leave.

How to Change Corporate Culture

I was recently at an all-day retreat for an organization that is working on changing its culture. Like many fast-growing companies, this group is finding that what worked when it was smaller is no longer working. Ad hoc lines of communication break down as organizations grow. Old timers don’t trust newcomers, and the newcomers chafe under the mistrust. This is a common problem here in Silicon Valley, where growing companies are the norm.

Part of the challenge at this company, and at most companies in this position, is that founder who has gotten the company this far, often by being involved in every decision, is unable to let go even as she brings in experienced managers underneath her. Note that I am using female pronouns here, but this is definitely not a gendered issue.  If the corporate culture is one where nobody can act without founder approval, it will be challenging for the company to grow, no matter the gender of said founder.

More broadly speaking, this raises the question of corporate culture in general, and whether it can change without the people at the top also changing. Generally, corporate cultures reflect the personality of the founder; thus Oracle has a reputation as aggressively cut-throat, like Larry Ellison, while Microsoft long had the reputation as heartlessly numbers-driven, like Bill Gates.  James Baron, a professor at Yale, is one of the leaders in studying organizational change, and he notes that “founders impose cultural blueprints.” With older companies, a culture develops over time; IBM built a culture that was bureaucratic and risk-averse, and only an outsider like Lou Gerstner could change it.

Studies seem to indicate that corporate cultures will not easily change unless that change is driven from the top. This often means a founder ceding control to an outsider, but it can also mean a CEO committing to change and making that commitment public and real. Here are some factors which are essential to a CEO successfully changing a corporate culture:

  1. The CEO must announce the new values
  2. The CEO’s direct reports need to be on board with the changes
  3. A plan should be in place to drive these changes to all constituents
  4. There has to be a cost to violating the new norms; apostates must be punished.

The most important thing, however, is that the CEO needs to live the changes. Corporate culture comes from the top, and if the top doesn’t change the rest of the organization will see the announcement as empty words.

For example, what if a company has a culture of people showing up late for meetings, or not at all? Everyone at the company might agree that this is a cultural artifact they want to change. But most likely this culture exists because the founder is usually late for meetings, if she shows up at all. There are a number of reasons why a founder might act this way, but it doesn’t really matter why; what matters is that as long as she shows up late, everyone else will too. The only way for this culture to change is for the founder to embody the change.  That’s the thing about leadership; it requires you to lead.

Ozone Pollution More Dangerous than Previously Thought?

We’ve all heard about the ozone layer, but I reckon that most people know very little about ozone. I knew pretty much nothing about it until I read an article published by the National Bureau of Economic Research which tied ozone levels to reduced worker productivity.

It turns out that ozone is a molecule consisting of three oxygen atoms. It also turns out that ozone is known to cause respiratory problems. It is chock full of free radicals, and ozone doesn’t react well with cells in your lungs. Yuck. Health organizations (EPA, WHO, etc.) set exposure standards levels that should prevent long term effects. Of course, those standards are based on the science at the time of promulgation, and science can change, as is true for all health regulations.

However, as the NBER article shows, sometimes economics can reveal patterns that medicine doesn’t. Economists from UCSD and Columbia studied ozone levels in California’s central valley (a huge farming area) and compared those levels to farmworker productivity. It turns out that increased ozone levels are correlated to decreased productivity. Moreover, this productivity impact happens at levels well below the federal safety standards. So maybe the standards are wrong, and ozone is more toxic than people think.

I admit that this study is a little on the Freakonomics side of things: it runs a regression, sees a correlation and assumes causality. I have been critical of Freakonomics in the past (although not on this blog), because I don’t think you can just regress a boatload of data and then decide that you know why result A happened. There could be all kinds of other factors at play in this data; for example, maybe ozone levels are high when the weather is really hot, and farmworker productivity was down because of the heat, not because of the ozone at all. Hopefully the economists doing the study adjusted for that sort of thing, since zeroing out the noise of exogenous variable is a standard procedure in studies like this, but the article doesn’t say. Any way you look at it, this certainly is an interesting correlation that could bear further study.

As an aside, here is a critique of Freakonomics from the American Scientist; they are more qualified than I am.

Marc Andreesen Finally Calls The Tech Bubble

After months of saying, contrary to all evidence, (like this, this and this) that there was not a tech bubble going on, super-VC Marc Andreesen has finally publicly pulled back from investing because valuations are too high. Duh.

The Myth of the “Job Creator”

A key Republican talking point is that the wealthy are “job creators” and that any tax on these job creators will cause them to fold their cards and go home, hurting the economy in the process. This is clearly ridiculous, and I have challenged before the concept that tax rates diminish incentives to build companies, but here is a great essay from an entrepreneur and investor (a successful one — he is clearly in the 1%) describing how people don’t create jobs, the economy does. And the economy is made up of regular folks — the 99% — who need to buy the products produced by the entrepreneurs. Without a successful consumer class, nobody will be a job creator.

Lean Startups Aren’t So Lean

There was recently an article in PE Hub (that’s Private Equity Hub, for those of you who don’t subscribe) about the breakneck growth of internet darlings like Groupon, Zynga and LinkedIn, and about the massive hiring and marketing spending required to support that growth. Written by the ever insightful Connie Loizos (disclosure: I know Connie and her husband both socially and professionally), the article pointed out that these companies are forced to raise huge private equity rounds (as in hundreds of millions of dollars) to pay for the marketing that drives growth and the hiring that supports it.

As Connie points out, this is a great flaw in the “lean startup” model. Sure, you can build a company with $3 million now instead of $30 million. Open source software and cloud hardware resources allow you to bring a product to market without raising gobs of venture money. But those same trends allow anyone else to bring a competing product to market just as cheaply. So then the race is on to see who can grow the fastest. And that race demands capital, lots of it.

So startups can be lean, but growth companies are fat. All this trend has done is move the locus of capital raising competition a little later in the lifecycle of companies.

Folder People vs. Non-Folder People

In reading reviews of the new Apple OS X (Lion), I was struck by how many reviewers mentioned the All My Files, Mission Control and Launchpad features, all of which display files and applications in a way so that users don’t have to organize their work in folders. I was reminded of when Gmail first came out, and everyone talked about how it didn’t have folders, because you could just search for whatever email you wanted to see.

This was alien to me. I have always organized my work in folders, both in my computer and in real life. When I worked in finance, each new deal got its own accordion file into which went a series of manila folders: due diligence, projections, legal issues, etc. So organizing my computer files and email into folders and sub-folders seemed completely natural to me. How else could you display your work on a computer?

Folders. Very neat, very organized. Even with a mustache.

And there I went, blithely assuming that everyone was comfortable with the folder metaphor. Sometimes I would look at someone’s computer where the desktop was a mass of unorganized icons, but I assumed that was an aberration; I must have just caught them in the middle of a crazy project.

It wasn’t until I read about computer scientist David Gelernter that I realized there might be other ways to look at your information. He developed something called Lifestreams in order “to minimize the time users spend managing their documents.” Lifestreams dumped the file and folder metaphor in favor of “a time-ordered stream of documents.” That seemed crazy to me – I would much rather look for documents “from Project Neptune” than “from sometime in 2003, which I think is when I worked on Neptune” – but it was clear that other people, even computer science people, didn’t think that way.

It appears that lots of people don’t think the way I do. Maybe most people. But whether the count is lots or most, clearly many would prefer to avoid the folder metaphor. To quote from one review of Lion, “The addition and prominence of “All My Files” is yet another vote of no-confidence in the user’s ability to understand and navigate the file system.”

So let’s add another dichotomy into which we can divide people: folder people vs. non-folder people. While improvements in search technology may eventually make this distinction obsolete, right now it seems like the non-folderites have the upper hand, with user interface designers catering to them. That’s fine, as long as folder capability still exists. But if that capability disappears, folder thinkers will have no choice but to rise up and let the Lifestreamers tremble. We have nothing to lose but our files!