It may be time to stop throwing good money after bad

By Heather Clancy | Jul 13, 2009 |

My father and I definitely have our differences politically, something I was reminded about over the Father’s Day weekend when I went to pay him a visit in Florida. Be that as it may, I usually tend to be more aligned with him on economic theory.

One thing he spent a lot of time opining about last month while I was there was the various government stimulus packages that have been introduced. I won’t go into excruciating detail, but he’s very suspicious of all this spending and thinks we should stop throwing more money after the problem.

Lest you think “He’s just a cranky old man,” let me just say that my dad not only is my dad very-unold, he was at one time the chairman of the Coffee, Sugar and Cocoa Exchange (what we kids fondly referred to the as the Mocha Exchange). So he is definitely no lightweight when it comes to economic theory.

Apparently my father is onto something, if a recent survey conducted by the Wall Street Journal is a barometer. The poll, discussed in this article, found that only eight out of the 51 economists participating in the Journal’s most recent forecasting exercise think that more economic stimulus is necessary or wise.

Realistically, the effects of the stimulus really won’t be felt in a widespread way until 2010; so even though it seems like things are still pretty grim around the local supermarket, we all need to take a collective deep breath and let time do its thing. After all, we didn’t get to this current place overnight.

While I’m on the topic of government intervention, I recommend reading this new article in the McKinsey Quarterly titled, “Government ownership: Why this time it should work.” The essay focuses on why the current brand of investment might be different than ill-fated actions of the past. There are five reasons that things are different, argues the author, Northwestern University School of Law adjunct professor Simon Wong:

  1. Governments in the United Kingdom and the United States (and other western countries) have been forced into equity ownership and therefore are more likely to manage their ownership stakes as a commercial venture.
  2. These government owners want out quickly; they’ll be involved closely and will sell when it is most opportune.
  3. The interventions have been specific enough and public enough for citizens to keep close tabs on the outcomes—and hold governments accountable.
  4. Agencies are not likely to throw THAT much good money after bad, because they are worried about their own credit ratings.
  5. Most of the companies that have received government money still have a portion of shares that are being floated publicly, which means the government technically is just one of multiple owners.

For a rather contrary view of the government’s current tendency to insert itself into our collective business, you might want to check out the new Dick Morris book with the rather long-winded title: “How Obama, Congress, and the Special Interests are Tranforming a Slump into a Crash, Freedom into Socialism, and a Disaster into a Catastrophe … and How to Fight Back.”

I haven’t read it yet, but the title says it all. Should be a fun four years.

 
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    Joe McKendrick

    07/13/09 | Report as spam

    RE: It may be time to stop throwing good money after bad

    Great points. It may be helpful to look back at what happened to the US railroad system. A century ago, these were the "too-big-to-fail" powerhouses of the economy. By the 1960s, they were economic basket cases. The passenger side was sold off or acquired by public entities -- Amtrak and regional transit agencies. On the freight side, several bankrupt railroads in the Northeast/Midwest were consolidated into a quasi-government company called Conrail. Within a decade, Conrail became very profitable, and was returned to private ownership through a public stock offering. Almost $2 billion was returned to taxpayers. Conrail was then purchased by Norfolk Southern Corporation and CSX Corporation in 1997. (http://www.conrail.com/history.htm)

    Maybe there's some good lessons to be followed in the example of a big government bailout that went right.

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Heather Clancy

Heather Clancy is an award-winning business journalist with a passion for green technology and corporate sustainability issues. Her articles have appeared in Entrepreneur, Fortune Small Business, The International Herald Tribune and The New York Times. In a past corporate life, Heather was editor of Computer Reseller News, where she was a featured speaker about everything from software as a service to IT security to mobile computing.

Heather started her journalism life as a business writer with United Press International in New York. She holds a B.A. in English literature from McGill University in Montreal, Quebec, and has a thing for Lewis Carroll. When she’s not hunting for a great green story, she’s singing a cappella or scuba-diving with her husband, Joe.

Heather Clancy

Writing publicly about what the high-tech industry is actually doing to help itself and the world get greener or more sustainable is one way I figure I can contribute more meaningfully to said effort. I'm also a big OMG-kind-of-fan of smart leadership, which is why the goodly folks who publish this blog let me go on about this topic and why I am always on the hunt for forward-looking business management ideas.

My daily writing is focused on looking for topics for my blogs, GreenTech Pastures and Business Brains. I also write often about emerging technology trends such as mobile computing, unified communications and cloud computing. Occasionally, I will pop up at an industry conference in some sort of speaking capacity. In cases where a speaking engagement involves a sponsor that may be covered in this blog, that fact will be disclosed in coverage as appropriate.

My corporate writing work usually consists of crafting research white papers about some aspect of technology. In the event that my commentary (in written, audio or video form) mentions a company for which I have provided consulting advice, I will disclose that fact. However, there is no connection between these projects and the topics that I'm covering in my blog.

Joe McKendrick

Joe McKendrick is an author and independent analyst who tracks the impact of information technology on management and markets. Joe is also SOA community manager for ebizQ, and speaks frequently on Enterprise 2.0 and SOA topics at industry events and Webcasts. He also serves as lead analyst and author of Evans Data Corp.'s highly regarded bi-annual SOA/Web Services and Web 2.0 surveys. Joe writes a regular column for Database Trends & Applications, and has authored numerous research reports in partnership with Unisphere Research for user groups such as SHARE, Oracle Applications Users Group, and International DB2 Users Group. In a previous life, Joe served as director of the Administrative Management Society (AMS), an international professional association dedicated to advancing knowledge within the IT and business management fields.

Joe McKendrick

Joe McKendrick is an independent consultant and editor. Joe has performed project work for the following companies in the IT marketspace: IBM, Systinet/HP, Teradata. He has performed project work for the following organizations in partnership with Unisphere Research (Unisphere Media): IBM, Oracle Corp., International Oracle Users Group, Oracle Applications Users Group, Professional Association for SQL Server, International DB2 Users Group, International Sybase Users Group.

Business Brains focuses on management issues that revolve around the key question: How do I make my business, family, and coworkers smarter? The blog examines the management issues facing a variety of businesses and debunks the technology you need to know