Robert B. Reich, a co-founder of The American Prospect, is a Professor of Public Policy at the Goldman School of Public Policy at the University of California at Berkeley. His website can be found here and his blog can be found here.
The Web changes everything -- including change. And it's not just the Web. Digital technologies, wireless technologies, the Human Genome Project, complexity theory, and the emergence of new science have all changed how we think about change: why change has to happen in companies, how change happens, and, most important, who makes change happen. Power has shifted from inside to outside, from corporate planners to aggressive buyers. Now all customers, all clients, all investors, have a huge array of choices -- and can switch to something better instantly.
Change today happens suddenly, unexpectedly, unpredictably. It occurs in companies the way that we see it occur in biological systems or in technological breakthroughs: Change is sudden, nonlinear, and constant. Its amplitude and direction can't be forecast. Killer apps can come from anywhere; new competitors are lurking everywhere. Markets emerge, flourish, inspire imitators, breed competitors, and...
Broadcast August 24, 2001 The butcher metaphors of modern management are back: cutting out the fat, slicing to the bone, getting leaner and meaner. Well, all this butchering may slow the slide of stock prices, but it's not a way to build long-term competitive strengths. The fact is, the key competitive assets of most companies these days is their people, not their machines or plants or even their patents, but their employees. Their employees' intellectual capital, knowledge about the companies' products, services and technologies. Their employees social capital, relations they built up over the years with clients and customers. And inside the company, relationships among employees who've become a team. And beyond the intellectual and social capital is what might be called trust capital, the sense among employees that the company will be there for them when times are tough, so that employees are willing to go the extra mile, make that extra commitment because they feel loyal to the...
The Wall Street Journal
If I had my way there would be laws restricting cigarettes and handguns.
But Congress won't even pass halfway measures. Cigarette companies have
admitted they produce death sticks, yet Congress won't lift a finger to stub
them out. Teenage boys continue to shoot up high schools, yet Congress
won't pass stricter gun controls. The politically potent cigarette and gun
industries have got what they wanted: no action. Almost makes you lose
faith in democracy, doesn't it?
Apparently that's exactly what's happened to the Clinton administration. Fed
up with trying to move legislation, the White House is launching lawsuits to
succeed where legislation failed. The strategy may work, but at the cost of
making our frail democracy even weaker.
The Justice Department is going after the tobacco companies with a law
designed to fight mobsters--the 1970 Racketeer Influenced and Corrupt
(Broadcast 5/24/01) When President Bush recently addressed Yale s graduating seniors, he gave a hearty "well done" to those who got straight A s, but consoled the C students by telling them that they, too, could be president of the United States. Apparently, he was referring to his own less than stellar academic performance as a Yale undergraduate. A C-average as the key to success? Actually the President was on to something. Studies show that students who graduate from college with straight-A s have less chance of becoming chief executives of anything, and also are less likely to become rich later in life, than are students with more modest grades. A recruiter from a major investment bank told me recently he no longer even bothers to interview straight-A students from Ivy League universities, because -- he says -- they ve spent their whole lives jumping obediently through every hoop placed in front of them. He wants young people who are out to beat the system -- who are innovative...
Among the hottest regulatory issues today are these: How to prevent kids
from smoking cigarettes? What to do about the flood of handguns? How to
end sweatshop labor in the apparel industry? How to cope with new kinds of
market power in high-technology industries?
In the old days, state legislatures or Congress would enact laws, which
would be administered by regulatory agencies. But now the era of big
government is over. "Regulation" is a bad word. So how are these regulatory
issues being handled? Through lawsuits.
Consider tobacco. Last spring, Congress punted. It gave up on a bill to jack
up the price of cigarettes. But that didn't mean tobacco companies were off
the hook. The state attorneys general, who had sued the tobacco
companies, settled for $246 billion.
In his State of the Union Address, President Clinton announced he wanted