Policies needed to soften the blows of globalization

The natives, literally, are restless. Great in theory, globalization isn’t turning out to be all it’s cracked up to be, for those who are losing their jobs. The Organisation for Economic Co-operation and Development (OECD) recently acknowledged growing unease about globalization in its annual labor report and worried about a popular backlash, according to press reports.

Now, the businesses that benefit most from free trade are acknowledging the problem, too. A paper commissioned by the Financial Services Forum sets out several policy options “aimed at cushioning the blow from job losses and other dislocations caused by global trade.” The thinking is that, by helping those on the losing end of globalization, businesses can diffuse growing protectionist sentiment, according to The Wall Street Journal (26 June 2007).

The Financial Services Forum report concludes that:

The aggregate gains from global engagement, large though they are, are not evenly shared and do not directly benefit every worker, firm, and community.

  • From the mid-to-late 1970s to the mid-to-late 1990s, the real and relative earnings of less-skilled Americans was poor relative to both economy-wide average productivity gains and also the earnings of their more-skilled counterparts.
  • Since around 2000, the large majority of American workers has seen poor income growth.
  • Global engagement fosters high productivity in American industries, but typically with substantial churn at the level of individual firms, with pervasive shut-down of inefficient plants and even entire companies.
  • Because economic activity tends to be concentrated across American communities, this uneven distribution of globalization’s pressures across workers and firms also means uneven pressures across communities as well.

The bottom line is that today, many American workers feel anxious — about change and about their paychecks. Their concerns are real, widespread, and legitimate.

POLICIES
The typical policy response — retraining — isn’t enough because the relief isn’t fast enough. The report’s new policy ideas include:

  • insuring communities against “sudden economic dislocation” caused by a factory closing
  • merging all worker-assistance programs (e.g., unemployment insurance and trade-adjustment assistance) into one
  • eliminating the payroll tax on incomes less than $32,140

SURVEY
A new survey conducted by the Financial Services Forum and RT Strategies shows that public attitudes towards globalization have dimmed slightly since last year. The most recent poll shows that 49% have a favorable view of globalization, compared with 54% in May of 2006.

However, the survey also found that 67% would have a more favorable view of globalization if policymakers “put in place programs specifically designed to better equip American workers, communities, and firms to participate in, and benefit from, the 21st century global economy, and to help those negatively affected by globalization find new jobs.”

Defining sales intelligence and a bunch of other ‘intelligences’

Christopher Dalley, at Primary Intelligence Inc., recently offered the following (tentative) definitions for various types of corporate intelligence:

Competitive intelligence: Gathering information and answering questions that are influenced by the presence of competitive forces.

Market intelligence: Understanding the market, value proposition, opportunity and forces in play against your company and product which aren’t influenced by the competition.

Sales intelligence: Intelligence (competitive or otherwise) that can and will be used by a sales individual or team to increase the chances of ultimately winning a quality sales opportunity.

Regarding the latter — sales intelligence — Dalley added:

In other words, bits of competitive intelligence, market intelligence, general market research (branding, pricing, value, etc…) can all be included in sales intelligence. If the information can be used to help sales people sell more, I think it can properly be classified as sales intelligence.

Dalley suggested that sales intelligence is potentially the most important information a company can generate, because it leads directly to revenue.

I’ll offer my own definition of one other sort of intelligence:

Business intelligence: The use of data mining and analytics to make better business decisions. (For the history of the term, see this interview.)

Agree? Disagree? Improvements? Click on the Comments link and let me know!
 

Post-9/11: Tenants leery of landmark office buildings

Did the 9/11 terrorist attacks in New York and Washington hurt the real-estate market around landmark office buildings? The answer is “yes,” because of the drastically higher perceived risk of large-scale terrorist attacks in central business districts, according to research by economist Alberto Abadie and real-estate analyst Sofia Dermisi. (National Bureau of Economic Research [NBER] Working Paper No.12678.)

They studied office vacancy rates in Chicago, at and near three landmark buildings: the Sears Tower, the Aon Center and the Hancock Center. The result: “After 9/11 office properties in the three main Chicago landmark buildings and the surrounding areas experienced more severe increases in vacancy rates than office properties not located in the vicinities of landmark buildings.”

Distributed work: HSBC gets it

The “Future of Work” blog showcases a recent article in the London Times Online about HSBC‘s plans to move at least 50% of its 8,000 London HQ staffers out of the central office and into a home-based or mobile work environment within seven years. HSBC’s chief executive, Michael Geoghegan, described his goal:

I’ve challenged us within seven years to have 50 percent of that [Canary Wharf] building empty, to sublet to someone else. I don’t think we’re a really progressive, perceptive company if 8,000 people have to get up every day at an unearthly hour and go back again. Technology should change our thought process.

The business case for distributed work: Lower real-estate costs, less-frazzled employees (from not commuting), easier disaster recovery — not to mention positive environmental effects.

Intelligence Briefs

An eclectic collection of discoveries:

Non-profit organizations could be hard-hit by talent shortages exacerbated by the large cohort of baby boomers soon entering the retirement years. — The Conference Board

De Beers — which has dominated the wholesale diamond industry for decades and has three ultra-exclusive retail shops in New York City, Las Vegas and Beverly Hills — has started selling jewelry online, at its Web site debeers.com. — Internet Retailer

Myth-buster: Most call centers serving U.S. consumers are actually in the U.S. — not outsourced abroad. — Cornell University

CEOs often pursue acquistions — regardless of risk — because they know their salaries will increase substantially, leaving shareholders to take the financial hit. University of Washington / The Journal of Finance

Twenty ways to use LinkedIn productively. — Web Worker Daily

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