All Employees are Equal; Just Some Feel Parents are more Equal than Others

All Employees are Equal; Just Some Feel Parents are more Equal than Others

Schools are reopening to various degrees across the county. However, these degrees are causing a multitude of issues, and the problem is more complex as the degree is not state by state but in many cases, county by county.

As the schools reopen, we are experiencing everything from virtual schooling to full in-person instruction and everything along the spectrum. Many of the schools with full in-person teaching face resource issues as many older teachers, who are at risk, are retiring rather than working, putting more pressure on the schools’ resources. Besides, while some child care programs are also beginning to reopen, for many, the crisis has taken its toll and will never reopen, aggravating an already strained child care system. To further compound the issue, even if child care and schools do fully reopen, some parents may not be confident in those environments’ safety and opt to keep their children home.

In 2018, over 41 million U.S. workers ages 18 to 64 were caring for at least one child under 18. Of these, nearly 34 million have at least one child under the age of 14 and are more likely to rely on school and child care than parents of high school-aged children. Besides, 70%, or 23.5 million working parents, do not have any potential caregivers at home, and their return to work will likely be dependent on the reopening of child care programs and schools.

However, these parents working from home face an impossible balancing act every day, keeping up with their work while caring for and teaching their children. Others have been laid off, left their jobs to care for their children, or been forced to cobble together temporary child care arrangements to report for work at essential jobs, such as nursing and grocery work. Ultimately, the status of schools and child care programs in the fall will largely dictate the speed and robustness of economic recovery.

Working parents who rely on child care and school also make up a significant share of employees in education, health care, social assistance, finance, insurance, public administration, management, and professional services. In these industries, at least one in five workers depends on child care and schools.

For those working parents, the uncertainty surrounding child care and in-person instruction for school-aged children is unprecedented. As a result, there is an unfolding series of consequences on family life, education, and earnings. The implications for corporate health also need consideration.  

Many tech companies have rushed to help their employees, extending new benefits, including extra time off for parents to help them care for their children. However, a backlash has started. Many nonparents of minor children are saying that they feel under-appreciated, as they shoulder a heavier workload, and all the policies are directed to parents of minor children.

Parents of minor children are frustrated that their childless co-workers don’t understand how hard it is to balance work and child care, especially when daycare centers are closed, and they are trying to help their children learn at home. Some say that they cannot get any real work done during the day as they help their children, so they have to work longer at night, resulting in burnout.

The schism has been at the major tech companies, e.g., Google, Facebook, Twitter, and Salesforce. However, it has been most vividly on display at Facebook. In March, Facebook offered up to 10 weeks of paid time off for employees if they had to care for a child whose school or daycare facility had closed or for an older relative whose nursing home was not open. Google and Microsoft extended similar paid leave to employees dealing with children at home or a sick relative. Also, Facebook announced that it would not be scoring employees on job performance for the first half of 2020 because there was “so much change in our lives and our work.” Every Facebook employee would receive bonus amounts, usually reserved for outstanding performance scores. This policy irked some childless employees who felt that those who worked more should receive more pay. Other childless employees felt they should also get the ten weeks paid leave just like parents, creating significant friction. Some parents at Facebook felt negatively judged and that a child care leave was hardly a mental or physical health break. One Facebook parent wrote, “Please don’t make me and other parents at Facebook the outlet for your understandable frustration, exhaustion, and anger in response to the hardships you’re experiencing due to Covid-19.”

Sheryl Sandberg, Facebook’s chief operating officer, was asked on several occasions what Facebook could do to support nonparents since its other policies had benefited parents. Ultimately she said Facebook has tried to design its leave policies to be “inclusive.” “I do believe parents have certain challenges,” she said. “But everyone has challenges, and those challenges are very, very real.”

As a result of the tension, Facebook has had to shut down some internal discussion boards. In August, Facebook announced that the leave policy would remain in place through June 2021 and that employees who had already taken some leave this year would receive another ten weeks next year. This extension further angered some nonparents who feel the company seemed less concerned about their needs.

However, even pre-pandemic resentment from employees without children about extra parental benefits existed. But like all things, COVID has amplified that tension. Parents who had usually been able to balance work and home struggle to help their children learn remotely while still doing their jobs.

Thus, how to deal with this friction? It requires:

  • Good corporate communication. Erin Kelly, a professor at MIT’s Sloan School of Business, who studies workplace policies and management practices, believes that this tension results from companies failing to do a good job explaining that what benefits parents can benefit the entire workforce. “A question that we might ask the employees who are feeling some frustration about their co-workers being on leave is what do you think is going to happen if that person quits?” she said. “You’re going to actually be stretched further.”
  • Empathy. A hard trait in our self-centered culture, and especially in many tech companies full of STEM students who have not had to learn compassion. One has to realize it is a difficult situation for everyone, but added Laszlo Bock, Google’s ex-head of HR, “for people to get upset enough to say that ‘I feel this is unfair’ demonstrates a lack of patience, a lack of empathy and a sense of entitlement.”
  • Core Values and Culture. How does your organization expect you to behave? If your values are only about money, then the friction will get worse. Core values and culture are essential and will be vital in binding the organization together through these times. At times like this, culture truly eats strategy for breakfast.

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Corporate R&D Labs, a Sad Loss

Corporate R&D Labs, a Sad Loss

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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For most of us in an office environment, it is now over five months since we vacated our office and began working from home. While some companies are seeking to have employees return, many are pushing that back until sometime in 2021. Also, in some areas with children returning to “virtual” school,” work from home will continue for a while.

While the data shows that overall productivity is up, what is becoming apparent is that few are taking vacations since COVID hit. According to a recent survey by the global online employment platform Monster, 59% of employees are taking less time off than usual, and 42% of those working from home are not planning to take any time off to decompress. SAP internal data shows employee vacation usage is 4% vs. 24% for the same period last year. For many employees, a combination of cancellation of events, summer camp closures, risks from travel, and minimal ability to travel internationally has led to a deferment of vacations. 

However, fewer vacation increases the risk of employee burnout. The recent Monster survey revealed that 69% of employees are experiencing burnout symptoms while working from home, an increase of 20% since a similar study in early May. In addition to the burnout, financial anxiety is also causing mental health issues.

The World Health Organization has updated its definition of burnout from a stress syndrome to “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.” Three symptoms characterize burnout:

  1. feelings of energy depletion or exhaustion;
  2. increased mental distance from one’s job or negative feelings toward one’s career; and
  3. reduced professional efficacy.

The damage employee burnout can do to an organization is very real. Individual employee burnout reduces productivity. Also, as employees begin to show symptoms of burnout, they transfer their stress (and workload) to others–and the burnout spreads. 

With so few employees taking a vacation, issues of what to do are arising.

  • Give employees more days off during the year, e.g., a Friday a month.
  • Make employees take staycations? 

The odd day off used to be a great break, but working from home, it is just the same as being at the office. So the rest and recharging that it used to offer are no longer there.

Encouraging employees to take staycations may sound good for their mental wellbeing. However, according to an HR Consultant, “The type of staycation where you don’t travel, but you stay home and forget all things work-related for a week feels different when you are working from home. [ The staycation ] is not by choice, and there is a lot of fear, trepidation, and isolation involved. If you don’t have enough space to have a completely separate work from home space, your staycation will feel like you just took a pillow and blanket into your office.”

Finally, some are taking vacations, but not turning off during that time. Since we can all work virtually, they are just continuing to work but at the vacation spot rather than at their home. This type of vacation defeats the purpose and results in the break being ineffective at reducing stress and burnout.

Another issue that is arising is what to do with all the unused vacation time. Many companies that have a use it or lose it policy may find that people lose it during these uncertain times, but that probably increases the risk of burnout. Another large set of companies are revisiting their employee policies to allow for unused vacations to roll over into 2021 so that when things allow for holidays, employees can use them. Right now though 2021 may not be long enough and rolled over vacation is a liability carried on the balance sheet.

Like many things during COVID, the situation is fluid, and flexibility is critical. First, though, find a way to reduce burnout and get your employees downtime. Then you can figure out what to do with vacations.

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COVID = Caught Inside

COVID = Caught Inside

As we emerge from COVID, the current employment environment makes me think of a surfing concept: “Being Caught Inside When a Big Set Comes Through.” Basically, the phrase refers to when you paddle like crazy to escape the crash of one wave, only to find that the next wave in the set is even bigger—and you’re exhausted. 2020 was the first wave, leaving us tired and low. But looking forward, there are major challenges looming on the horizon as business picks up in 2021. You are already asking a lot of your employees, who are working flat out and dealing with stress until you are able to hire more. But everyone is looking for employees right now, and hiring and retention for your organization is growing more difficult.

Where Exactly Are We Headed?

Where Exactly Are We Headed?

What is happening out there? Airbnb confidentially filed for its IPO last week. In the spring, the company laid off 2,000 employees and was negotiating over the terms of two fundraising deals totaling $2 billion in debt and equity.

However, total consumer spending on Airbnb in July was 22% higher than in the same period last year, according to Edison Trends. According to the company, it surpassed 1 million bookings on a single day that same month, led by an increase in stays at nearby destinations.

So, are we returning to normal? I would answer no, but there is hope. Normal is a long way away as people are still scared and want to social distance. However, given we can only take so much of staring at the same four walls, we are heading on vacation. Those vacations may not be the ones of pre-COVID days with cruises, trips abroad, or all-inclusive resort, but booking a house for just our family or close friends that we trust, works! Thus as the company reported, bookings are up for close to home destinations, basic economic substitution.

Along with other reports, consumer spending has increased during the pandemic, and I put that down to the fact that we are not spending as much on other things, e.g., commuting, sports, and meals out. However, will that spending last? Last week the Labor Department reported first-time jobless claims increased to 1.1 million, and it was the 22nd consecutive week claims exceeded those during the worst week of the Great Recession. On the positive side, the total number of Americans collecting unemployment fell from 15.5 million to 14.8 million, the lowest since early April. This data goes to show that the recovery will not be quick and a V-curve.

Where exactly are we headed, I am not sure. I hear lots of talk of continued layoffs ahead with about Wells Fargo and Boeing announcing more cuts as well as many smaller companies planning layoff. There is a sense of uncertainty over Q4 2020 and Q1 2021, and expect many are taking a wait and see approach. However, with school restarting, albeit in a confused manner, the Federal Unemployment Benefits in unchartered waters, and Congress in gridlock, there is a lot of confusion out there.

However, as an old Keynesian, the amount of stimulus that the government has poured into the economy is why we are experiencing a robust recovery to date. According to economic theory, in a world of excess capacity and mass unemployment, a combination of vast government borrowing with monetary expansion will not fuel inflation until most of the excess capacity is exhausted, which is where we are now. A Keynesian fiscal stimulus financed with negative real interest rates will boost private consumption and investment and should generate above-trend economic growth. Before the cry of “Crowding Out,” arises from many as I heard during the Great Recession, where all indications showed none. Currently, with central banks worldwide committing to financing this Keynesian stimulus with zero or negative interest rates for years ahead, there is no risk that public borrowing will crowd out private investment.

Thus, will this Keynesian stimulus lead to a healthier and longer growth economy? I would put that down to two factors.

  1. As always, public health. The sooner we adopt and proactive, data, and science-driven approach to the COVID crisis, the sooner we return to a functioning economy. Cases are rising again in Europe, which indicates that this is a marathon and not a sprint. I know for many, it already feels like a marathon, but the more apt analogy is the British in September 1939 saying, “It’ll all be over by Christmas!”
  2. The Stimulus. The actions by the Fed and the Congress, through the CARES Act, have injected substantial stimulus into the economy. However, as these have ended, we will have to observe to see what happens. As in the Great Recession, Congress stopped the stimulus too soon, for political reasons, which lead to a much weaker recovery than there should have been. Hopefully, this time, they will put the country first and give the economy what it needs to recover.

A lot of economists are arguing that the stock market is pricing in continuous stimuli for the economy, and if Congress fails to deliver the will, a market correction to accompany the economic contraction.

For those gnashing their teeth and anguishing over a Keynesian expansion, it is worth remembering that the 20 years of broadly Keynesian macroeconomic policy in place from 1946 until the late 1960s saw the most robust economic growth and productivity advances ever recorded. At the same time, we experienced generally moderate inflation and almost continuous bull markets in equities, property, and other real-value assets.

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Built to Last? Hopefully Not.

Built to Last? Hopefully Not.

The picture above is of the bridge over the Choluteca River. Honduras, known for its extreme weather, namely hurricanes, commissioned the bridge in 1996 to withstand any storms. A Japanese company competed the bridge in 1998 when Hurricane Mitch tore through the country. Mitch dropped 74 inches of rain, killing 7,000 people, leaving 1.5 million homeless, and causing $2bn of damage. Also Mitch damaged or destroyed nearly all the bridges, but the new Choluteca Bridge survived with minor damage.. Thus it met its requirement, it withstood the worst storms. However, with deluge from Mitch the roads on either end of the bridge had completely vanished, leaving no visible trace of their prior existence. Also, the Choluteca River, which is over 100 metres (300 ft) at the bridge, had carved itself a new channel. It no longer flowed beneath the bridge, which now spanned dry ground.

Roads have since been reconnected to the bridge; however, the moral of the story is that things should not be “built to last,” but “built to adapt.” As I have mentioned before, most people get Darwin evolution wrong when they use the term “Survival of the fittest.” In Darwinian terms, fittest refers to biological reproduction, so what Darwin meant was “Survival of the form that will leave the most copies of itself in successive generations.”

Well, COVID has once more shaken our core processes and what “got us to here, is not going to get us to there.” To survive we have to adapt and change what we do. Due to the failure to understand that this is public health crisis first and foremost, and until we deal with that the rest cannot be fixed, I expect we will be living in a COVID environment for at least another year. So new methods and models have to determined for survival.

In one of my Vistage group meetings this week we shared how we had adapted to the COVID world doing things that we had never considered before. Some of the wonderful new practices were:

  • Enabling piece production to be done at home by providing the employees with the materials and tools and paying the by the piece rather than hourly. The company then did full QA on all pieces when they were picked up. The company found that production levels rose slightly. Employee satisfaction rose too, as people were able to work at home and deal with kids who cannot go to school.
  • Entering new markets to provide COVID related solutions and then expanding within those market to offer more services. These new markets are providing sufficient revenue to make up for those markets damaged by COVID.
  • Training and recruiting people in areas that the company expects will be active soon as a result of COVID. Building a bench of talent to meet new demand.
  • Having weekly video calls with the entire global team where each week one person presents on their passion project within the organization. These calls have lead to great connectivity between employees and departments. Employees now have a better understanding of the challenges faced in other departments, and people are contributing to other’s passion projects across deparments.
  • Restructuring the sales department as the existing sales team was struggling to prospect in the virtual world. Have younger more tech savvy people doing business development work and connecting with prospects. Once the connection is made these relationships are handed over to old sales team.

The above is why Vistage groups are so wonderful! The sharing of ideas that work and those that don’t help everyone.

So what are you doing? Are you waiting for the return to a pre COVID world, aka Waiting for Godot, or are you being proactive to find new ways to drive sales, production, product development and improve internal processes? As a leader, you need to lead the way for your organization so that you will around and relevant in a year. It is hard during times like this, but that is why you are the leader. If you need help, join a Vistage group, help is there.

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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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