Are You Prepared for 2021 With Enough Cash?

Are You Prepared for 2021 With Enough Cash?

Well, 2020 is just about done, and as we move in 2021, are you and your business prepared? Regardless of how COVID has impacted you, the economy is slowing, so you can expect cash to get tighter as suppliers expect payment sooner and customers pay later.

With a vaccine on the horizon, companies need to be prepared to take advantage of the improving economy when we get there by weathering the current slowdown and positioning themselves for growth. As we look at the potential growth ahead with an improving economy, do you have enough cash to:

  1. To get through the winter.
  2. Invest in new technologies and systems to stay relevant or take market leadership.
  3. Hire the talent you need to take market leadership or get back to where you were before COVID.
  4. Invest in product/service development to take advantage of changes in the market due to COVID.

If your answer to 1 is negative, you are in trouble. Companies don’t go bankrupt because they lose money; rather, they run out of cash. Cash is like oxygen: if we run out of it, we die. If your answer to 1 is yes, what about 2 – 4? If you want to be in a strong market position in H2, you need to be investing now.

So, if you can’t answer 1 – 4 in the affirmative, what are you going to do? Remember, YOU CANNOT CUT YOUR WAY TO GROWTH! The easiest thing is to get bank financing. If you have a bank line or your bank will lend you the money, great! However, if not, things are a little more difficult. Please don’t take advantage of those letters, flyers you all receive offering quick financing. The interest rates are usurious and over 40% in many cases. There are other lending alternatives, and contact me if you need to discuss some.

However, what about self-funding? Have you looked at how you can generate the cash internally?

 

Cash Conversion Cycle

There are four basic cash conversion cycles in a company:

  • Sales Cycle
  • Production & Inventory Cycle
  • Delivery Cycle
  • Billings and Payment Cycle

Concerning your organization, do you know the length of your cycle for each of these? If you add them all together, you can define the full Cash Conversion Cycle for your company. Once you have done that, you have three questions:

  1. What is your Cash Conversion Cycle?
  2. Are you happy with it?
  3. Can you improve it?
  4. Where should you focus your efforts?

Regardless of which cycle you examine, there are basically three ways to improve it:

 

Eliminate mistakes

There are all sorts of mistakes that affect these cycles, from the obvious ones of production mistakes to rework, mistakes in estimates, contracts, invoices, and wrong delivery. We make them all. But do you know which ones are affecting your business the most? You need to honestly examine your business to identify where the mistakes are made and which are the largest. Focus on the biggest first as they will be the easiest to get the largest benefit from, e.g. if your inventory time is 120 days, but your billing and payments time is 30 days, it will be easier to cut five days off production than billing and payments.

 

Shorten the cycle time

Look at all the times and see where you can shorten them. While COVID has beaten up the “Just in Time” production process, you can still work at reducing production time and inventory time. What can you do on the sales cycle, the billings and payments cycle? Right now, everyone is at home dealing with COVID, so maybe it is a good time to work through these processes to see where efficiencies can be made. Consider working through Tom Wujec’s method of improving processes. It is a great way to see how improvements in your cycle time can be made.

Improve your business model

Changing the business model is an interesting one. Can you change how you do business so that you can dramatically alter your cash conversion cycle? Dell did and took its cash conversion cycle from 63 days to -39 days. Yes, that is -39 days. How? If you bought a computer from Dell, they are made to order, so you have paid for it before they start manufacturing. Thus, they have $0 receivables; they pay their suppliers probably 60 days and their employees 14 days. Since they are paid upfront, there is no delivery cycle, so the only other area is the sales cycle.

I once worked with a company that was facing bankruptcy and had to reorganize itself to survive. They looked at the Dell model and decided they need to copy it. They changed their business model and became the only company in their industry to have $0 accounts receivable. Using “Just in Time” production, they were paying their suppliers after they got paid. They did a great deal of market research and determined within a six-month period when their customers would purchase. Thus, they focused sales efforts on customers within that window, primarily reducing the sales cycle.

The hard part is changing the model because it is not an incremental improvement but a new model. Look at Costco, the first big-box retailer to introduce membership fees, providing a large part of its profit at the beginning of a relationship with the customer.

So, what can you do? Examine it; you will find it is well worth the effort.

Once you have examined your Cash Conversion Cycle, the next thing is to look at your business through the Power of One.

 

Power of One (1%)

Alan Miltz developed the Power of One and basically looks at the following financial variables and asks, “How would your cash flow improve if you increased any one of them by 1%?”

  • Price
  • Volume
  • Cost of Goods Sold
  • Accounts Receivable
  • Accounts Payable
  • Inventory
  • Overhead Expense

If you undertake this analysis, you will quickly see which of these variables most influence your cash flow. Starting with them from those that affect cash flow from largest to smallest, identify what percentage you would like to improve them this year and the impact on your annual cash flow and EBIT. Then work to figure out how to realize the improvement.

Working through your Cash Conversion Cycle improvements and the Power of One, it is useful to have a business coach who helps you and facilitates the meetings.

Call me to help you figure out how to improve your cash flow from now on.

 

Copyright (c) 2020, Marc A. Borrelli

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The stimulus from the CARES Act has ended, and so far, Congress cannot find a way to replace it. Democrats in the House have passed a bill, but Senate Republicans, lacking a unified approach, have waited until the end of the summer to propose a plan. Currently, Secretary Steven Mnuchin is negotiating with House Speaker Nancy Pelosi to find a compromise. So, what?

Well, without the stimulus, unemployment is expected to rise. Last week’s Bureau of Labor’s jobs report showed that the job gains from April slowed dramatically, adding just 661,000 jobs. The unemployment rate now stands at 7.9%, down from 14.7% in April. Currently, approximately 25 million people rely on jobless benefits to get by, and the outlook is worse. Last week, the Walt Disney Co. said it would lay off 28,000 people, and American Airlines Group Inc. and United Airlines Holdings Inc. announced 32,000 job cuts. These are just the massive layoffs; however, lots of smaller companies are laying off workers.

So far, most of the damage has been to low-income workers, but the pain is moving up the wage scale. A recent Wall Street Journal article pointed to a couple in New York who earned about $175,000, enough to cover the mortgage, two car leases, student loans, credit cards, and assorted costs of raising two daughters in the New York City suburbs. However, since COVID hit shutting down the courts, one of them, a lawyer, is unable to work, and the family is running low on savings. They can’t keep up with $9,000 in monthly debt payments, including mortgage installments.

In the U.S., consumer spending accounts for about two-thirds of gross domestic product, and as more people are unemployed, many will deplete their saving and stop spending. A fall in consumer spending affects everyone as we are all linked in this economy. If consumer spending falls, B2C companies suffer and lay off more people and stop buying from B2B companies, so the cycle continues. No one is immune.

While many have pointed to fall credit card debt levels during COVID, more worrying is the number of people behind on their mortgages, rent, and utilities. As we head into winter, with many facing evictions, no heat or water, the prospects are even worse. As some might recall from their economics class, the marginal propensity to consume is greater for those in lower-income brackets. Therefore, to boost the economy, middle- and lower-income Americans need to be able to consume. While the wealthy will spend some of the benefits they receive, they will spend far less, so the positive impact on the economy is limited.

Many fiscal conservatives have said that they are now concerned about the deficit and deterring people from working. It is nice to see they have finally found some courage; however, it seems more that they object to anyone they believe doesn’t deserve a benefit getting one. There was a deafening silence from this crowd with the passage of The Tax Cuts and Jobs Act (TCJA) in December 2017, which provided benefits to companies and the wealthy. Many in the Administration and other conservatives claimed that the TCJA would pay for itself. Unfortunately, not! The deficit increased since its passing, and Bloomberg’s analysis showed that most corporate tax cuts went for buy back shares. In my opinion, this spending on buyback is the leading cause of the stock market’s continued rise.

While some will claim that increases income for everyone, only about 10% of the population owns shares outside of a retirement plan. So, the impact of the rising market does little for overall consumption and the economy.

During the Great Recession, Congress failed to provide enough stimulus for a full recovery. It is in danger of doing the same again, and this time I fear the consequences will be far worse. I would advise all CEOs to what cash levels and liquidity, but at the same time, we need people spending to grow out of this hole.

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As George Santayana put it, “Those who cannot remember the past are condemned to repeat it.” Well, the U.S. has returned to an environment where small companies and small-business-like teams at universities innovate outside of large companies and sell them in the market for ideas. While the notion of innovation created by small flexible firms is appealing, the contributions made by large corporate labs were a much more significant benefit to the U.S. So what happened? A recent paper, “The changing structure of American innovation: Some cautionary remarks for economic growth,” by Arora, Belenzon, Patacconi, and Suh, examines the golden age of corporate-driven research up to Ronald Reagan’s presidency, before its steady decline up to the present day. 

 

History

By the late 19th century, most of the development of innovations took place in small companies, i.e., the Wright Brothers, and large corporations then acquired it in the market. The environment was similar to the one we live in today: inventors came up with ideas, venture capitalists funded, and companies commercialized the ideas. There were patent lawyers and non-practicing entities, which own patents purely to litigate on their behalf. There were still startups commercializing an idea and scaling it up themselves, but many inventors found that the market’s division of labor allowed them to focus on what they did best.

Large firms acquired the ideas created by inventors and were skeptical of the value of doing in-house science. Their modus operandi was that it was easier to buy new science off the shelf. T. D. Lockwood, head of American Bell Telephone Company’s patent department, said in 1885, “I am fully convinced that it has never, is not now, and never will pay commercially, to keep an establishment of professional inventors, or of men whose chief business it is to invent.”

The 1920s stock market boom, similar to the 1990s Dot.com bubble, was driven in large part by a considerable increase in the value that investors accorded to intangible capital and ideas held within companies. From 1921 to 1927, the number of scientists and engineers working in industrial labs increased by more than 100%.

The 1929 stock market crash and the Great Depression caused a massive and persistent decline in independent inventing and the startup-like activity around it. However, large corporate labs continued to boom, increasing staffing and research spending throughout the lean 1930s, and earning more patents. By 1930, large firms received most patents, rather than independent innovators, and this gap only widened into the 1950s. The industrial lab was king.

Bell Labs, proving T. D. Lockwood wrong, grew to be one of the most outstanding commercial labs. By the late 1960s, it employed over 15,000 people, including 1,200 PhDs, who between them made too many important inventions to list, from the transistor and the photovoltaic cell to the first digitally scrambled voice audio (in 1943) and the first complex number calculator (in 1939). Fourteen of its staff went on to win Nobel Prizes and five to win Turing Awards.

DuPont established its research facilities in 1903, and they rivaled that of top academic chemistry departments. In the 1960s, DuPont’s central R&D unit published more articles in the Journal of the American Chemical Society than M.I.T. and Caltech combined. 

R&D Magazine, which awards the R&D 100 to the hundred innovations it judges most innovative in a given four year period, presented 41% of its awards to Fortune 500 companies in its 1971 iteration and 47% in 1975.

The iconic corporate lab story of time was PARC. Xerox’s Palo Alto Research Centre, located in Palo Alto, the heart of Silicon Valley, developed many of the foundational building blocks of today’s technology and economy. PARC researchers produced, among other things:

  • the first computer with a graphical user interface,
  • the first laser printer,
  • the first Ethernet cable, and
  • the first user-friendly word processor.

Following a visit to PARC in 1979, Steve Jobs incorporated many of the ideas into Apple products. Charles Simonyi, a key developer at PARC, moved to Microsoft, where he developed the Office suite. However, Xerox itself did not capitalize on these inventions. 

 

Why Corporate Labs Succeeded

According to economist Ronald Coase, who won the Nobel Prize in 1991, the key to the success of corporate labs is transaction costs. In his 1937 work entitled “The Nature of the Firm,” Coase provides the rationale why firms exist. Given that most economic, competitive behavior takes place in open markets, labor is the exception. In most cases, when we sell our labor, we bind ourselves to a single “buyer,” our employer, for an extended period for everything we have to offer. If market competition is so efficient, why is the “gig” economy not the popular model? While the “gig” economy is growing, as I have noted before, mainly, it caters to lower-skilled employees.

Coase’s second treatise providing insight into this issue, “The Problem of Social Cost,” was published in 1960. It launched the so-called Coase Theorem, which states that if transaction costs, the costs of interacting with other individuals or institutions, e.g., the costs of drawing up and enforcing a contract, are low, people will contract to deal with the problems emerging from positive and negative externalities. However, when transaction costs are high, institutions and policies are needed to deal with the externalities instead.

Large R&D labs exist for the same reasons as firms. The transaction costs of collaboration are considerable:

  • the financial costs of contracting with others;
  • the costs of finding people you work well with; 
  • the costs of corresponding and collaborating with people far from you, and so on; and
  • chance meetings are a crucial driver of serendipitous discovery and unexpected but fruitful collaborations, as we are learning with the COVID work from home.

Data shows that university lecturers collaborate more with those in their department than in other departments, and more with those in their university or city than elsewhere, despite the internet’s improved communication abilities.

Research labs provide a low-cost way to bring together an array of scientific experts from different disciplines for collaboration. Finally, as many scientific ideas have little practical applications, research labs provide a way of reducing that waste. 

 

Why They Died

As mentioned above, the corporate labs of the 50s and 60s generated great ideas and innovation. However, starting in the 1970s, the decline began:

  • Bell Labs was separated from its parent company AT&T and placed under Lucent in 1996;
  • Xerox PARCwas spun off into a separate company in 2002.
  • I.B.M., under Louis Gerstner, re-directed research toward more commercial applications in the mid-90s.
  • DuPont’s attitude toward research changed in the 1990s, and the company’s management closed its Central Research and Development Lab in 2016.

By 2006, only 6% of the awards from R&D Magazine were going to firms in the Fortune 500. Federal labs, university teams, and spin-offs from academia are winning the majority.

So why did corporate R&D labs die? According to Arora et al., the rise and fall of corporate R&D labs are linked to the rise and fall of antitrust enforcement. However, I would argue that Milton Friedman bears an equal share of responsibility.

Antitrust
Following the regulations of the 1930s, firms’ abilities to grow through mergers and acquisitions decreased because of antitrust pressures. These pressures, combined with little produced by universities and independent inventors, large firms had no choice but to invest in internal R&D.

However, starting in the late 1940s, antitrust pressures had switched from mergers to monopoly power. The 1949 case against AT&T’s Bell Labs, which resulted in the forced divestment of its non-telecoms arms, and compulsory no-fee licensing of all 7,820 of its non-telecoms patents by Bell Labs. At the time, this amounted to 1.3% of the total stock of patents in force in the U.S.A. While there is evidence that this move provided a foundation for many of the significant innovations of the next fifty years in the U.S., it was effectively a large scale patent invalidation. The result was a chilling effect on innovation in big firms’ R&D labs. The further antitrust moves by the D.O.J. against I.B.M. and which broke up AT&T compounded the problem.

With the Reagan administration, the merger antitrust environment became more relaxed in the 1980s, as was seen with the emergence of corporate raiders, etc. However, this changed this status quo, and growth through acquisitions became a more viable alternative to internal research, and hence the need to invest in internal research was reduced.

Milton Friedman
Friedman’s theory, “A Friedman Doctrine: The Social Responsibility of Business is to Increase Its Profits,” was published in the New York Times in 1970, fifty years ago today. It concluded with, “there is one and only one social responsibility of business—to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud.”

As a result of Friedman’s work, companies started to focus solely on profit maximization. The results were:

  • Companies reduced their size, scope, and vertical integration, e.g., the break of I.T.T.
  • The culling of R&D labs as profit and benefits were hard to identify beforehand and often occurred far into the future.

These actions resulted in the shutting down of R&D labs or trying, as I.B.M. did, to refocus them on commercial applications. Finally, firms that had them found the benefits of innovation were captured less by the firm and tended to spill more into the general economy, reducing the return to the firm.

 

What was the impact of Corporate R&D Labs?

A paper by Robert Gordon points out that American G.D.P. per hour grew:

  • 1.79 percent per year between 1870 and 1920
  • 1.62 percent per year between 1970 and 2014 (the figure is similar if extended out to 2020).
  • However, it was 2.82 percent per year between 1920 and 1970.

Others have found similar trends.

  • The number of researchers needed to develop a new idea is growing.
  • The rate of significant innovations is falling.
  • Economic productivity is increasing more slowly.

Simple metrics like airplane engine power, crop yields, life expectancy, height, and computer processing speed are increasing at slower rates. From the industrial revolution until the mid 20th century, there was steady progress with increasing growth; however, progress has slowed since.

Arora et al. provide four reasons why the corporate labs drove faster productivity growth.

  1. Corporate labs work on general-purpose technologies. As the leading companies in their market hosted the labs, the companies believed that technologies that benefited their product space would help them the most. For example, Claude Shannon’s work on information theory was supported by Bell Labs because AT&T stood to benefit the most from a more efficient communication network. The same rationale was behind I.B.M.’s support of nanoscience. By developing the scanning electron microscope, and further investigations into electron localization, non-equilibrium superconductivity, and ballistic electron motions because it saw an opportunity to pre-empt the next revolutionary chip design in its industry.
  2. Corporate labs solve practical problems. As Andrew Odlyzko said, “It was very important that Bell Labs had a connection to the market, and thereby to real problems. The fact that it wasn’t a tight coupling is what enabled people to work on many long-term problems. But the coupling was there, and so the wild goose chases that are at the heart of really innovative research tended to be less wild, more carefully targeted and less subject to the inertia that is characteristic of university research.”
  3. Corporate labs are multi-disciplinary and have more resources. Arora et al. point to Google as an example. “Researching neural networks requires an interdisciplinary team. Domain specialists (e.g., linguists in the case of machine translation) define the problem to be solved and assess performance; statisticians design the algorithms, theorize on their error bounds and optimization routines; computer scientists search for efficiency gains in implementing the algorithms. Not surprisingly, the ‘Google translate’ paper has 31 coauthors, many of them leading researchers in their respective fields.” However, according to Jaime Powell stated, “the problem of falling research productivity is like the ‘high energy physics’ problem – after a while, all the experiments at a given energy level have been done, and getting to the next energy level is bound to be a lot more expensive and difficult each time.”
  4. Large corporate labs may generate significant external benefits. By “external benefits,” Arora et al. refer benefits to society and the broader economy, but not to the lab’s host company, as in the case of Xerox Parc. “While Xerox failed to internalize the benefits fully from its immensely creative lab … it can hardly be questioned that the social benefits were large, with the combined market capitalization of Apple and Microsoft now exceeding 1.6 trillion dollars.” However, PARC had spin-offs, in which Xerox had equity and startups that built on their ideas and hired their alumni but in which Xerox did not. Xerox didn’t do spin-offs well! On the other hand, Cisco is among the better example of how spin-offs can be well managed, acting as an internal V.C. to incentivize a team by giving them equity in a startup. If it were successful, Cisco would later acquire it.

 

Startups and Universities Have Not Solved the Problem

We think that the current environment, an innovation system based around an open market for ideas, with the division of labor between specialized firms, rather than specialized teams within firms, is attractive. There is constant talk of how much easier it is to start a business today with the ability to test ideas, scale with the benefits of the “gig” economy, cloud platforms, e.g., A.W.S., and SaaS models, and get Angel and V.C. funding. As attractive as this narrative is, it is false. As I have discussed before, and there is plenty of data to support the claim that new business startups are at their lowest level since the Carter Administration. Furthermore, while small new ventures are more flexible and adapt to new situations quicker, and possibly come up with new ideas more rapidly than big incumbents, they are not delivering the growth we have historically experienced. Why?

Disintegrated businesses have less incentive to research general-purpose technologies. An estimate found that over time society at large captures 98% of the value of innovations, and the innovator 2%. Thus, the Friedman theory implies that, by themselves, small businesses will not do as much research as is optimal from society’s point of view. However, for large vertically integrated companies, they can use more of the benefits of discoveries that smaller firms would not be able to capture, even with robust intellectual property protection, so it is worthwhile for them. 

Finally, what we have seen over the last two decades or more is the failure of the D.O.J. to enforce proper antitrust, which has resulted in many companies acquiring startups with technology only to shut them down and kill the technology.

As Arora et al. argue that a cause of the decline in productivity is that, “The past three decades have been marked by a growing division of labor between universities focusing on research and large corporations focusing on development. The knowledge produced by universities is not often in a form that can be readily digested and turned into new goods and services. Small firms and university technology transfer offices cannot fully substitute for corporate research, which had integrated multiple disciplines at the scale required to solve significant technical problems.”

Will Corporate R&D labs return?

It appears that some are. Google, Facebook, Amazon, et al. have all developed large R&D labs. In some cases, the research is more focused, but over the benefits are there. These efforts, combined with the current trend to provide the D.O.J.’s antitrust actions with some teeth, might start a greater return to corporate R&D. Given the benefits to the country, we should hope so.

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Algorithms Once More Run Amok

Algorithms Once More Run Amok

For those who have not been following the disaster in the UK with the GCSE A-level exam results, here is a summary:

The History

  • A-levels are the exams taken in the UK, which determine where students go to college. Most English students receive acceptances from universities that are conditional upon attaining specific A-Level results.
  • Due to COVID, these national exams were canceled, which left students with an uncertain future.
  • In late March 2020, Gavin Williamson, Secretary of State for Education instructed Sally Collier, the head of Ofqual (The Office of Qualifications and Examinations Regulation), to “ensure, as far as is possible, that qualification standards are maintained, and the distribution of grades follows a similar profile to that in previous years”. On 31 March, Williamson issued a ministerial direction under the Children and Learning Act 2009.
  • In August, an algorithm devised by Ofqual computed 82% of ‘A level’ grades. More than 4.6 million GCSEs in England – about 97% of the total – were assigned solely by the algorithm. Teacher rankings were taken into consideration, but not the teacher-assessed grades submitted by schools and colleges.

The Outcome

  • Ofqual’s Direct Centre Performance model used the records of each center (school or college) for the subject assessed. Only after the results of the model’s first use in August 2020, were details of the algorithm released and then only in part.
  • Students at small schools or taking minority subjects, such as are offered at small private schools saw their grades inflated than their teacher predicted. Traditionally, such students have a narrower range of marks, as these schools encourage weaker students to leave.
  • Students at large state schools, sixth-form colleges and FE colleges who have open access policies and historically have educated black and minority ethnic students or vulnerable students saw their results plummet, so the fitted with the historic distribution curve. Nearly 300,000 of the 730,000 A-levels were lower than the teacher assessment this summer.
  • While 49% of entries by students at private schools received an A grade or above, only 22% of students at comprehensive schools received such marks.
  • The fact that students are elite private schools benefited at the expense of those from disadvantaged backgrounds sparked national outrage, including protests.
  • According to some, Ofqual has barred individual pupils from appealing against their grades on academic grounds. Families should not waste time complaining but instead should contact college or university admissions offices to confirm their places in the event of unexpectedly poor grades.
  • At first, the government refused to back down and change the results, but due to the level of protest, it soon backed down.
  • The government announced that official results would be the higher of the algorithm approximation or teacher estimates of how their students would have done. On 19 August, The Universities and Colleges Admissions Service determined that with the change, 15,000 pupils were rejected by their first-choice university on the algorithm generated grades.

What is the problem?

Well, first, there is chaos, as many students are not sure they can get into their first choice universities. For many, the algorithm was just another example of how the UK educational system consistently favors those from elite backgrounds. Statisticians have criticized Ofqual’s algorithm, saying it does not have sufficient data to award grades fairly to most state schools in England, because of wide variations in results within schools and between years. Furthermore, the Royal Statistical Society has called for an urgent review of the statistical procedures used in England and Scotland, to be carried out by the UK Statistics Authority.

However, the deep questions for all of us who aren’t affected by these results are (i) how did the algorithm get it wrong? And (ii) how many other algorithms are messing up our personal and business lives without us knowing.

AI Bias

The category of algorithms known as deep learning is behind the vast majority of AI applications. Deep-learning algorithms seek to find patterns in data. However, these technologies have a significant effect on people’s lives. They can perpetuate injustice in hiring, retail,  insurance, advertising, education, and security and may already be doing so in the criminal legal system, leading to decisions that harm the poor, reinforce racism, and amplify inequality. In addition to articles by MIT and others, Cathy O’Neil laid out these issues in her 2016 book, Weapons of Math Destruction – a must-read for anyone with interest in this area. O’Neil argues that these problematic mathematical tools share three key features; they are:

  1. Opaque – especially those run by private companies who don’t want to share their IP. As a result, no one gets to audit the results.
  2. Unregulated – they do damage with little consequence to important areas of people’s lives; and
  3. Difficult to contest – the users don’t know how they were built so deflect and the providers hide behind their IP.

Also, such systems are scalable, which amplifies any inherent biases to affect increasingly larger populations.

Most troubling, they reinforce discrimination: If a poor student can’t get a loan because a lending model deems him too risky (because of his zip code), he’s then cut off from the kind of education that could pull him out of poverty, and a vicious spiral ensues. Models are propping up the lucky and punishing the downtrodden, creating a “toxic cocktail for democracy.”

A recent MIT article pointed out that AI bias arises for three reasons:

  1. Framing the problem. In creating a deep-learning model, computer scientists first decide what they want it to achieve. For example, if a credit card company wants to predict a customer’s creditworthiness, how is “creditworthiness” defined? What most credit card companies want are customers who will use the card, make partial payments that never take the entire balance down so that they earn lots of interest. Thus, what they mean by “creditworthiness” is profit maximization. When business reasons define the problem, fairness and discrimination are no longer part of what the model considers. If the algorithm discovers that providing subprime loans is an effective way to maximize profit, it will engage in predatory behavior even if that wasn’t the company’s intention.
  2. Collecting the data. Bias shows up in training data for two reasons: either the data collect is unrepresentative of reality, or it reflects existing prejudices. The first has become apparent recently with face recognition software. Feeding the deep-learning algorithms more photos of light-skinned faces than dark-skinned faces, resulted in a face recognition system that is inevitably worse at recognizing darker-skinned faces. The second case is what Amazon discovered with its internal recruiting tool. Trained with historical hiring decisions that favored men over women, the tool dismissed female candidates, as it had learned to do the same.
  3. Preparing the data. Finally, during the data preparation, the introduction of bias can occur. This stage involves identifying which attributes the algorithm is to consider. Do not confuse this with the problem-framing stage. In the creditworthiness case above, possible “attributes” are the customer’s age, income, or the number of paid-off loans. In the Amazon recruiting tool, an “attribute” could be the candidate’s gender, education level, or years of experience. Choosing the appropriate attributes can significantly influence the model’s prediction accuracy, so this is considered the “art” of deep learning. While the attribute’s impact on accuracy is easy to measure, its impact on the model’s bias is not.

So given we know how the bias in models arises, why is it so hard to fix? There are four main reasons:

  1. Unknown unknowns. During a model’s construction, the influence of bias on the downstream impacts of the data and choices is not known until much later. Once a bias is discovered, retroactively identifying what caused it and how to get rid of it isn’t easy. When the engineers realized the Amazon tool was penalizing female candidates, they reprogrammed it to ignore explicitly gendered words like “women’s.” However, they discovered that the revised system still picked up on implicitly gendered words, namely verbs that were highly correlated with men over women, e.g., “executed” and “captured”—and using that to make its decisions.
  2. Imperfect processes. Bias was not a consideration in the design of many deep learning’s standard practices. Testing of deep-learning models before deployment should provide a perfect opportunity to catch any bias; however, in practice, the data used to test the performance of the model has the same preferences as the data used to train it. Thus, it fails to flag skewed or prejudiced results.
  3. Lack of social context. How computer scientists learn to frame problems isn’t compatible with the best way to think about social issues. According to Andrew Selbst, a postdoc at the Data & Society Research Institute, the problem is the “portability trap.” In computer science, a system that is usable for different tasks in different contexts is excellent, i.e., portable. However, this ignores many social settings. As Selbst said, “You can’t have a system designed in Utah and then applied in Kentucky directly because different communities have different versions of fairness. Or you can’t have a system that you apply for ‘fair’ criminal justice results then applied to employment. How we think about fairness in those contexts is just totally different.”
  4. Definitions of fairness. It is not clear what an absence of bias would look like. However, this is not just an issue for computer science; the question has a long history of debate in philosophy, social science, and law. But in computer science, the concept of fairness must be defined in mathematical terms, like balancing the false positive and false negative rates of a prediction system. What researchers have discovered, there are many different mathematical definitions of fairness that are also mutually exclusive. Does “fairness” mean that the same level of risk should result in the same score regardless of race? It’s impossible to fulfill both definitions at the same time, so at some point, you have to pick one. (For a more in-depth discussion of why click here) While other fields accept that these definitions can change over time, computer science cannot. A fixed definition is required. “By fixing the answer, you’re solving a problem that looks very different than how society tends to think about these issues,” says Selbst.

As the UK A-level exam debacle reminded us, algorithms can’t fix broken systems. When the regulator lost sight of the goal and pushed for standardization above all else, the problem began. When someone approaches you with a tempting AI solution, consider all the ramifications from potential bias because if there is bias in the system, you will bear the responsibility, not the AI program.

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Rents Are Falling

Rents Are Falling

COVID is leaving a trail of destruction across the country!

 

Retail

As COVID has brought tourism to a temporary standstill, left consumers avoiding others and ordering online, and millions are saving rather than spending, retail is suffering. Expectations are that Global luxury retail sales will fall by 29% in 2020. With falling sales and bankruptcies, America’s prime retail districts are losing tenants, and rents are in free fall. The Covid-19 crisis will likely have a lasting impact on premier shopping streets e.g., 5th Avenue in New York, the Magnificent Mile in Chicago, the Las Vegas Strip, and Rodeo Drive in Los Angeles. It appears that while sales at premier locations are falling, sales closer to home and in the suburbs are recovering faster.

According to Naveen Jaggi, president of JLL’s Retail Advisory team, “We will see an extension of what happened in 2008 and 2009, which left American consumers shifting toward value more aggressively. More and more retail real estate space is going to be taken up by non-luxury. Take Fifth Avenue. You see a Vans, a Five Below, and a Timberland. Those kinds of brands are the ones taking space. That’s all you need to know about the direction of Fifth Avenue.”

The reasons for the movement of non-luxury into these premier shopping areas are the new companies are still profitable, and rents are falling. In New York, the impact is:

  • During Q2, 2020, average asking rents along major retail corridors in Manhattan had declined for the eleventh consecutive quarter. Prices have dropped 11.3% from a year ago, and for the first time since 2011 were below $700 per sq. ft.
  • Rents on Prince Street in SoHo experienced the most significant declines, falling 37.5% year-over-year to $437 per sq. ft.
  • The Upper Madison Avenue corridor from 57th Street to 72nd Street, saw rents drop 15.3% from a year.
  • The Plaza District along Fifth Avenue, which runs from 49th Street to 59th Street, saw rents fall 4.8% from a year ago.
  • The number of ground-floor leases available in Manhattan’s 16 retail corridors hit 235 a record.

Furthermore, it is not over; CBRE is expecting rents to continue falling through 2020.

COVID’s acceleration of the decline of malls is relentless, driven by falling retails in-store sales but also excess retail space. The U.S. has more square feet per capita or retail space than in any other country, and that is not sustainable.

Several retailers have stopped paying rent during the pandemic, which in some cases is resulting in litigation. Simon Property Group is suing Gap Inc. for not paying its bills. Furthermore, many retailers are also using the pandemic as an opportunity to renegotiate their leases to get better deals, as property owners are desperate to fill space.

 

Office

COVID has put the brakes on the U.S. office market too. Data from JLL shows that in Q2, leasing in the U.S. dropped by 53.4 percent. Also in Q2, the U.S. office market experienced occupancy losses of 14.2 million sq. ft., bringing year-to-date net absorption to -8.4 million square feet. Most of this was due to the lockdown, but also partially due to wait-and-see strategies, and additional time spent negotiating. In addition, for the first five months of 2020, the average term of an office lease in the U.S. fell 15 percent to about seven years, primarily driven by tenants at the end of their lease. According to Ben Munn at JLL it’s “likely to fall farther.” Office development remained constant and in New York City 25MM sq. ft. of new office product is still planned for delivery between now and 2024

Companies are avoiding long-term decisions, instead, they want flexibility and are currently extending work-from-home programs. Analysis by the National Bureau of Economic Research showed 37 percent of jobs in the U.S. can be performed entirely at home. According to Marc Landis, the managing partner at Phillips Nizer LLP, “As we start talking to clients about their needs, and the balance of this year, and deals they want to do in 2021, they’re absolutely looking for less space and greater flexibility. I saw hesitancy in the transactions where we were involved. People are more focused on what they could cancel or change as opposed to new deals.”

Rent abatements and deferrals for existing leases, as well as collections, are still taking most of the effort at the moment rather than new leases. Companies are choosing to renew or extend leases rather than search for new space at this time. Like many other areas, strong relationships and contract stability with landlords have been key. Traditional landlords have been much better than coworking models like WeWork. According to Landis, “WeWork participants found that they were not given a great deal of flexibility. Unlike a traditional commercial landlord, who would take a long view and work with the tenants in the short term, WeWork greeted people with an extended middle finger.”

What happens in H2 2020 will depend on any additional government support and the resurgence of COVID. A survey by Morning Consult showed one-third of remote workers won’t return until a vaccine is available. However, the bright light was Facebook’s large 730,000 sq. ft. lease in Midtown Manhatten, taking its acquisition of New York office space to over 2.2MM sq. ft. in less than a year. Whether others follow suit is yet to be seen.

 

Residential

The impact of COVID on residential rents is reflective of what COVID is doing to the country. The most expensive cities, cities across the oil patch, college-focused cities, and tech and education hubs such as San Francisco and Boston are experiencing sharp year-over-year rent declines. San Francisco has seen the decline in rents for one-bedroom and two-bedroom apartments decline by 11.8% and 12.1% respectively over the last 12 months. Not only is San Francisco suffering. The following table shows the 35 cities among the top 100 rental markets with year-over-year rent declines in July for 1-BR apartments.

Decliners 1-BR Y/Y %
1 Syracuse, NY $820 -15.5%
2 Madison, WI $1,060 -11.7%
3 San Francisco, CA $3,200 -11.1%
4 Irving, TX $1,030 -9.6%
5 Laredo, TX $750 -9.6%
6 San Jose, CA $2,300 -9.4%
7 Denver, CO $1,440 -8.9%
8 Aurora, CO $1,090 -8.4%
9 Seattle, WA $1,760 -7.4%
10 New York, NY $2,840 -6.9%
11 Providence, RI $1,400 -6.7%
12 Charlotte, NC $1,240 -6.1%
13 Tulsa, OK $620 -6.1%
14 Boston, MA $2,350 -6.0%
15 Fort Worth, TX $1,090 -6.0%
16 Anaheim, CA $1,650 -4.6%
17 Orlando, FL $1,240 -4.6%
18 Santa Ana, CA $1,700 -4.5%
19 Virginia Beach, VA $1,050 -4.5%
20 Louisville, KY $860 -4.4%
21 Los Angeles, CA $2,140 -4.0%
22 Raleigh, NC $1,040 -3.7%
23 Salt Lake City, UT $1,030 -3.7%
24 Oakland, CA $2,220 -3.5%
25 Houston, TX $1,110 -3.5%
26 Pittsburgh, PA $1,050 -2.8%
27 Washington, DC $2,160 -2.7%
28 Spokane, WA $830 -2.4%
29 Corpus Christi, TX $830 -2.4%
30 New Orleans, LA $1,400 -2.1%
31 Durham, NC $1,090 -1.8%
32 Plano, TX $1,150 -1.7%
33 San Antonio, TX $880 -1.1%
34 Scottsdale, AZ $1,420 -0.7%
35 Minneapolis, MN $1,390 -0.7%

However, it is not all bad news. There were 60 cities with increases in 1-BR rents – compared to 35 cities with declines. The top 35 increases were:

Gainers I-BR
1 Cleveland, OH $940 16.0%
2 Indianapolis, IN $870 16.0%
3 Columbus, OH $810 15.7%
4 St Petersburg, FL $1,270 15.5%
5 Reno, NV $1,050 15.4%
6 Chattanooga, TN $900 15.4%
7 Cincinnati, OH $900 15.4%
8 Baltimore, MD $1,360 15.3%
9 St Louis, MO $910 15.2%
10 Norfolk, VA $920 15.0%
11 Lincoln, NE $770 14.9%
12 Detroit, MI $700 14.8%
13 Rochester, NY $960 14.3%
14 Chesapeake, VA $1,130 14.1%
15 Memphis, TN $830 13.7%
16 Bakersfield, CA $830 13.7%
17 Des Moines, IA $920 13.6%
18 Newark, NJ $1,290 12.2%
19 Boise, ID $1,070 11.5%
20 Nashville, TN $1,300 11.1%
21 Akron, OH $610 10.9%
22 Sacramento, CA $1,430 10.0%
23 Fresno, CA $1,100 10.0%
24 Wichita, KS $670 9.8%
25 Philadelphia, PA $1,500 8.7%
26 Oklahoma City, OK $750 8.7%
27 Arlington, TX $890 8.5%
28 Gilbert, AZ $1,310 8.3%
29 Tucson, AZ $700 7.7%
30 Richmond, VA $1,150 7.5%
31 Colorado Springs, CO $1,000 7.5%
32 Winston Salem, NC $820 6.5%
33 El Paso, TX $690 6.2%
34 Buffalo, NY $1,050 6.1%
35 Atlanta, GA $1,470 5.8%

While many of the gainers are showing gains in double digits, it is still too early to celebrate. The gainers are due to people moving home as they can WFH, or they have lost their jobs and seeking to save money.

However, the moratorium on evictions has just ended, and whether or not the President or Congress renews it, it is artificially affecting the market. If the federal eviction moratorium isn’t reestablished soon 40% of US renters are at risk of losing their homes, according to Statista. The CARES Act’s eviction safeguard is thought to have helped as many as 23 million US families (roughly one-third of all US renters) stay in their homes during the coronavirus recession.

Furthermore, without additional unemployment support, many more renters will be unable to pay their rents.

The issue for landlords is:

  • If there is no additional unemployment benefit provided, more tenants will stop paying; and
  • If they evict those that are not paying, who do they replace them with, one unemployed tenant is no better than another.

I expect this to put further downward pressure on rents, but not just in those cities in the most significant decline list, but reduce the increases in the second list. The issue is how much will the collapse in low rental costs, where most of the unemployed live, affect more expensive rental properties.

I expect COVID to continue to wreak havoc for at least another 12 months, what the rental market will look like then, who knows. But it will be different.

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Compensation in a COVID World

Compensation in a COVID World

We are all dealing with the impact of COVID. For some, business is soaring, others it is a struggle to survive.  Whichever is impacting your business, it will impact compensation planning for 2020 and beyond. As I said a few months ago, your budget and plans as of March should be in the shredder and along with them your compensation structure.

From what I hear, companies are following the courses of action:

  • Cutting or increasing compensation budgets;
  • Changing work hours and/or rates of pay;
  • Indefinitely laying off, or, significant increases in hiring; and
  • Changing incentive and sales compensation plans (both plus and minus) to retain valuable talent and customer relationships.

So what is your company doing or planning to do? All your employees are wondering and watching, so the sooner you address these issues, the better. Communication is essential, and compensation is all about communication during times like these. 

 

Your Financial Position

How has your business been financially impacted? Managing significant increases in business levels can be as challenging as big declines. Therefore, you need to have realistic forecasts, and an understanding of your ability to pay your employees is critical. Many have taken PPP loans; however, they were a bridge gap, and it looks like the canyon is much more extensive than the bridge. We will be living with the trials and tribulations of COVID for another 12 months or more, so Congress’ eight weeks cover is insufficient. 

 

Review employees and their value to the “new” organization

It is time to review all your employees. Do they fit with the “new” organization and its direction? Many great people have been laid off, sidelined, or are unhappy in their current positions. Thus there is an opportunity to hire better people that would have been unavailable before or people you need to execute the pivot you are experiencing.

Also, look at your employees and determine:

  • Who rose to the occasion, and who didn’t?
  • Who has pulled their weight and more during these hard times?
  • Who has lead and supported others when they were struggling?
  • Who didn’t?

Now is the perfect time for a talent assessment exercise, e.g., a 9 Box matrix to determine who is performing and their potential in your “new normal.”   

 

Review base compensation plans

How long is it since your compensation structure system was last updated? What data did you use to develop your base pay program? How was that data aged, and to what point in time?  

Currently, it’s critical to understand your compensation structure and related pay practices. As businesses adjust to the “new normal,” compensation and pay practices are in a unique position. Some employees will receive a pay rate that is less than what they were making with unemployment compensation, especially with the federal support. Some employees will have received premium pay (e.g., hazard or appreciation pay differentials) because they were “critical workers.” How long will can you support this? How do you communicate with employees if, or when, you stop the premium pay? Since the COVID crisis continues unabated, how do you justify to your employees that they were critical a month ago, but not now, or not in four months when we expect the winter to make the crisis worse? Managing your communication is vital as you may alienate good employees who feel betrayed. Furthermore, realize that employees will have become dependent on the additional income.

The market is providing so many mixed messages about pay structure, that it is hard to know what one should do. Some of the views are:

  • No need to adjust pay ranges this year, maybe not even next year.
  • Reduce pay ranges temporarily, at least, which is becoming common, especially if it means keeping staff.
  • To remain competitive and attract the best talent, you may need to increase your pay ranges.
  • Those organizations that are reducing staff may need to increase the compensation of remaining employees who will have to take on additional roles and responsibilities.
  • Those organizations pivoting to new markets, products or services and need new people, what industry norms do you use to determine pay structure?

Salary survey data lags the market and survey data will not be available until 2021 or later. Thus, without reliable data, you need to understand your competitive market for the people you need and determine what you can offer in that situation.

You need to review your employees’ compensation in terms of:

  • New or fewer responsibilities;
  • Value to the organization as a result of any changes due to COVID;
  • Value to the organization as a team player and going beyond, or not reaching, what is required:
  • Comparison-ratio data (current rate of pay divided by target/market rates) once the revised base compensation structure is determined.

It may be necessary to change starting pay rates for positions and employees in your pay structures. If, however, you are looking to reduce pay, ensure beforehand that you are not stepping into a minefield, and get advice from an HR professional. Issues to be avoided are:

  • Reducing the compensation of those on contracts with specific payment;
  • Appearances of discrimination or retaliation; and
  • Reducing compensation of those on H-1B and E3 visas.

Finally, if reducing pay for existing employees, you need to communicate the changes, what will it take for compensation to return to previous levels. With regard to the trigger event to return pay, it must be something that everyone can see. If not it will seem arbitrary by management and therefore detrimental to morale and performance.  

 

Review incentive compensation plans

With your strategic plan in now the shredder, hopefully, a new one is now ready or on its way. Your incentive compensation plan needs to be tied to your strategic plan to ensure alignment with the organization’s goals, and so incentive compensation should be adjusted annually. However, most companies will have to adjust mid-year as, during this accelerating period of COVID, six or more months is too long to wait. 

Examine all your incentive plans and review them to understand all of the plan provisions. You need to stress test plans monthly in light of changing market and financial conditions to evaluate their impact on business and individual employees. The rapidly changing business environment requires careful examination of such plans to ensure they represent the intent of and are aligned with the business strategy. 

For those employees who receive a significant portion of their compensation in the form of incentive compensation, there are several factors to consider.

  • If your business plan is out the window, the compensation targets need to change.
  • If, due to falling revenues, compensation is likely to drop dramatically, resulting in retention issues, then migrate more to base compensation.
  • Adjust goals so that there are wins! Incentive compensated employees, usually salespeople, are very competitive. If you remove wins from their life, their performance may suffer.
  • Those businesses that are realizing a significant increase in activity, incentive compensation is an excellent way to reward performance. However, a best practice is to establish maximum award payout levels as well as performance thresholds, as the increased performance may be due more to unexpected economic forces than the efforts of employees.
  • If employees are likely to realize unexpected windfalls that are not a result of their efforts, be prepared to make adjustments
  • Due to the uncertain nature of the economy, revisit your payout schedule to ensure it continues to make sense in today’s environment.
  • Run Monte Carlo simulations on your incentive compensation plans to ensure that they don’t pose a risk to the company.

However, most of all, communication is key! Communicate clearly, early and often. Managing employee expectations during difficult times is critical. Failure to communicate no matter how good the resulting plans are will cause problems in the organization that could be damaging at times like this. 

 

In case you missed it, communication is key!

Compensation is an emotional issue, and it impacts the lives of all your employees and their families. At this time, everyone is experiencing a great deal of stress:

  • Is my job safe?
  • Can my children return to school?
  • Are my parents safe?
  • Do I have enough cash to survive?

So now is not the time to add to that stress, as it will sabotage employee performance and thus corporate performance. Communication is essential — it is genuinely all about communication.  

You cannot stop rumors and “water cooler” talk, especially in a virtual world. Thus, even if you say nothing, your employees are watching and listening. Your behavior, in the absence of a clearly stated rationale, will drive assumptions about both the organization’s and their own prospects. Many will assume the worst possible scenario.

No news is NOT good news during uncertainty and overly optimistic pronouncements, which contradict the information they see if even worse. Whatever the report, the employees still want to know what their leaders are thinking and doing concerning strategy and tactics. This communication will provide the background to the reasoning involved when making compensation decisions. While they may not agree, they will appreciate honesty and transparency. It will also stop the rumor mill, reduce wasted time due to stress and worry, and provide focus.

Therefore, your managers and supervisors must have conversations with their direct reports on what to expect, what you know right now, and what you don’t know yet.

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