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by Jerome a Paris
The Economist still thinks that survival is overvalued:
Ever since the 1980s the fashion had been to make companies as lean as possible, outsourcing all but your core competencies, expanding your just-in-time supplier system around the globe, loading up with debt to “leverage” your balance-sheet. Old-style defensive conglomerates, such as Arnold Weinstock’s General Electric Company, were dismantled. Companies that hoarded cash—even ones as good as Toyota and Microsoft—were viewed with suspicion. Despite the article being about how most corporates have been incredibly weakened by their lean-ness, how they are now fighting for their very survival, and how this will alter risk perceptions in the future, the conclusion, as flagged above, is still that efficiency is better than resiliency. That may be true is you survive that downturn (if the damage during the short period of "underperformance" is not too extensive), but it's not quite true if you actually die in the process. It's like saying that jumping without a parachute is "more efficient" than jumping with one because you go faster most of the time - you just go slower for a very brief moment of "underperformance..." I suppose that we have not quite hit the ground yet, so it is still possible to cling to the illusion. Maybe it's time to sell market regulation and restrictions as insurance against damaging (and inevitable) market excesses, and tax as "premiums" for that service?
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Resiliency still optional | 17 comments (17 topical, 0 editorial, 0 hidden)
Resiliency still optional | 17 comments (17 topical, 0 editorial, 0 hidden)
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