Capitalism

Dodd-Frank, Obamacare grew out of same faulty reasoning

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The current partisan war over the Dodd-Frank Act is just one dispute in a broader ideological divide about the government’s role in industry. This dispute, which has deep historical roots, includes a similar battle over Obamacare. The common disagreement at issue with both laws — now in the cross hairs of a GOP-controlled Washington — is the extent to which politicians should subsidize their constituents indirectly through regulation of private companies.

The Affordable Care Act governing health insurers was about 1,000 pages, and Dodd-Frank governing most other financial institutions was more than twice that. Both stopped short of nationalizing their respective industry, instead generating more than 10 pages of regulation for every one page of legislation, although many view nationalization as an eventual but inevitable consequence, particularly for health care.

The distinction between public control and public ownership is the primary distinction between the competing mid-20th-century ideologies of fascism and communism. In contemporary terminology, this distinction is between crony capitalism and nationalization, neither of which can be reconciled with competition and freedom of choice.

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The Boom/Bust Cycle Isn’t about Emotion

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My first experience with manias was in the 1950’s. As a pre-schooler, I was dragged along to the Filene’s Basement annual designer dress sale. Thousands of women of all types and sizes pressed against the glass doors opening into the subway station. Within minutes of the doors opening, these “maniacs” cleared all the racks and, holding armfuls of dresses, began stripping to their slips. That’s when I panicked.

Looking back, those women acted rationally. There was a limited supply of deeply discounted dresses available on a first come basis. They traded among themselves to get the right size and their most desired dress. Buyer’s remorse was cushioned by Filene’s liberal return policy.

The premise of U.S. financial regulation is that actors within private markets are irrational, but the evidence shows that it’s not maniacal, illogical behavior that sends markets into freefall.

Great Depression and Recession

Now in its seventh edition, Manias, Panics and Crashes: A History of Financial Crises, Charles Kindleberger’s seminal work provides the narrative that underlies virtually all public financial protection and regulation: First, the irrational exuberance of individuals transforms into “mob psychology” and fuels an asset bubble. Then, when the exuberance of a few turns to fear, the mob panics and overreacts, causing a crash that brings down both solvent and insolvent financial institutions.

In his memoir, the former Federal Reserve Bank President and Treasury Secretary Timothy Geithner, who was at the epicenter of the last crisis, concluded, “It began with a mania — the widespread belief that devastating financial crises were a thing of the past, that future recessions would be mild, that gravity-defying home prices would never crash to earth.”  

Most U.S. federal financial regulation originates from the Great Depression and the subsequent introduction of federal deposit insurance provided by the Federal Deposit Insurance Corporation (FDIC), which was established in 1933 to protect “small” savers. All prior state attempts to provide insurance failed. Because there were no effective, non-politicized regulations that could prevent the moral hazard of insured banks and savings institutions taking on excessive risks, an extensive regulatory infrastructure was put in place.

Rational Actors

Now, the U.S. has about 100 financial regulators, including those in the U.S. Treasury and the Securities and Exchange Commission (SEC), the FDIC, and the Fed. With near-universal deposit insurance, bank runs have become a rarity, but systemic crises have occurred more frequently. It is incontestable that big bubbles eventually burst, asset prices crash, and financial crises ensue. What causes the bubbles to inflate to systemic proportions, and to ultimately burst, is more contentious.

At the time of Kindleberger’s analysis, individuals were assumed to be rational. The latest edition of his book, written after the 2008 financial crisis, postulates numerous theories about mob psychology (mania) that could lead rational individuals to produce irrational markets, but these ideas are all rather lame.

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The End of Accounting Book Review – Part One

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Recently I read an excellent book called “The End of Accounting and the Path Forward for Investors and Managers” by Baruch Lev and Feng Gu. I highly recommend this book for investors, analysts, accountants, and those with a general interest in business. The book is very well written and researched in that it:

1. Describes the current situation in depth
2. Aligns the situation across an historical context and with relevant research
3. Makes specific recommendations about how to improve the situation

If you’d like to read more about this topic on your own (will help to frame out these posts), here is an excellent Wall Street Journal article titled “The End of Accounting” (if the link doesn’t work because you don’t have a subscription you can probably find it elsewhere on the internet). Here is a link from Accounting Today and an interview with the author from CFO magazine.

The first post in this series is going to be my personal insights and journey in the area of accounting information, financial and investor relations analysts. This context is relevant because I, too, have seen the problems that the authors outline in the series and come up with my own “hacks” to attempt to gain better information and insights.

I started out my career as an accountant, and I used to help create the footnotes that you see at the end of the financial reports. This wasn’t creative work per se – you would start with last year’s footnote as a template and insert new numbers, unless it was a new requirement, in which case it was a lot of work and we would turn to specialists. At that time (20+ years ago) there were only a few footnotes and the financial statements themselves weren’t that long; you would be able to read from the Chairman and CEO’s letter all the way through to the last footnote in a couple of hours.

This was also before the internet; we would go into the company library and look at microfiche sometimes to do research or you’d pull up the hard (printed) copy from the files. At that point an annual report was also somewhat of a marketing document; companies put a lot of thought into the cover, for instance.

At various points in the history of accounting there has been a focus on the balance sheet (assets and liabilities), the income statement (earnings per share and price / earnings ratio) and on cash flows (cash generated from the business). Each of these views are important and have their merits and their drawbacks. The statements were generally the “GAAP” view which focused on financial statement presentation and used taxes at official rates (many companies pay almost nothing in taxes in actuality by deferring them indefinitely) and held assets at historical costs. Both of these assumptions made the financial statements less useful for certain types of companies and industries.

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Trump and Conflicts of Interest.

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Trump is organizing his administration but he is facing another crisis.

The Wall Street Journal is giving him painful and unwelcome but good advice.

He must liquidate the family business.

One reason 60 million voters elected Donald Trump is because he promised to change Washington’s culture of self-dealing, and if he wants to succeed he’s going to have to make a sacrifice and lead by example. Mr. Trump has so far indicated that he will keep his business empire but turn over management to his children, and therein lies political danger.

Mr. Trump has for decades run the Trump Organization and during the campaign said if he won the Presidency he’d turn over the keys to Donald Jr., Eric and Ivanka, all of whom are now serving on the Trump transition. A company spokesperson says the family business is “in the process of vetting various structures” and that the ultimate arrangement “will comply with all applicable rules and regulations.”

Some of Mr. Trump’s lawyers have called the plan a “blind trust,” which past Presidents have used to protect their assets from the appearance of conflicts-of-interest. But that set-up typically involves liquid assets like bonds and stocks, not buildings or a branding empire. Mr. Trump will know how any given decision will affect, say, the old post office property in Washington, D.C. that he’s leasing from the federal government (another conflict). By law blind trusts are overseen by an independent manager, not family members.

The Journal is correct. I don’t know how Trump is going to do this but he has to.

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Attack of the Job-Killing Robots, Part 2

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In my previous post of this series, I remarked that most discussion of the employment effects of robotics/artificial intelligence/etc seems to be lacking in historical perspective…quite a few people seem to believe that the replacement of human labor by machinery is a new thing.

This post will attempt to provide some historical perspective on today’s automation technologies by sketching out some of the past innovations in the mechanization of work,  focusing on “robots,” broadly-defined…ie, on technologies which to some degree involve the replacement or augmentation of human mind/eye/hand, rather than those that are primarily concerned with the replacement of human and animal muscular energy…and will discuss some of the political debate that took place on mechanization & jobs in the 1920s through 1940s.

Throughout most of history, the production of yarn for cloth was an extremely labor-intensive process, done with a device called a distaff, almost always employed by women, and requiring many hours per day to generate a little bit of product.  (There even exists a medieval miniature of a woman spinning with the distaff while having sex…whether this is a comment on the burdensomeness of the yarn-making process, or a slam at the love-making skills of medieval men, I’m not sure—-probably both.)  Eventually, probably around 1400-1500 in most places in Europe, the spinning wheel came into use, improving the productivity of yarn-making by a factor estimated from 3:1 to as much as ten or more to one.

Gutenberg’s printing press was invented somewhere around 1440.  I haven’t seen any estimates of its effect on labor productivity, compared with the then-prevailing method of hand copying of manuscripts, but surely it was at least 1000 to 1 or more.

The era from 1700-1850 was marked by tremendous increases in the productivity of the textile trades.  The flying shuttle and other advances greatly improved the weaving process; this created a bottleneck in the supply of yarn, which was partly addressed by the invention of the Spinning Jenny–a foot-powered device that could improve the yarn production of one person by 5:1 or better. Power spinning and power looms yielded considerable additional productivity improvements.

An especially interesting device was the Jacquard Loom (1802), which used punched cards to direct the weaving of patterned fabrics.  In its initial incarnation, the Jacquard was a hand loom: its productivity did not come from the application of mechanical power but rather from the automation of the complex thread-selection operations previously carried out by a “Draw Boy.”

Turning now to woodworking:  in 1818, Blanchard’s Copying Lathe automated the production of complex shape–a prototype was automatically traced and copied. It was originally intended for making gunstocks, but also served in producing lasts for shoemakers, and I believe also chair and table legs.

Another major advancement in the clothing field was the sewing machine.  French inventory Barthelemy Thimonnier invented a machine in 1830, but was driven out of the country by enraged tailors and political instability.  The first commercially-successful machines were invented/marketed by Americans Walter Hunt, Elias Howe, and Isaac Singer, and were in common use by the 1850s.

By the late Victorian period the sewing machine had been hailed as the most useful invention of the century releasing women from the drudgery of endless hours of sewing by hand. Factories sprung up in almost every country in the world to feed the insatiable demand for the sewing machine. Germany had over 300 factories some working 24 hours a day producing countless numbers of sewing machines. 

The beginnings of data communications could be seen in gold ticker and stock ticker systems created by Edison and others (circa 1870) , which relayed prices almost instantaneously and eliminated the jobs of the messenger boys who had previously been the distribution channel for this information.  Practical calculating machines also appeared in the 1870s.  But the big step forward in mechanized calculation was Hollerith’s punched card system (quite likely inspired in part by the Jacquard), introduced in 1890 and used for the tabulation of that year’s census.  These systems were quickly adopted for accounting and record keeping purposes in a whole range of industries and government functions.

Professor Amy Sue Bix, in her book Inventing Ourselves out of Jobs?, describes the fear of technological unemployment as silent movies were replaced by the ‘talkies’. “Through the early 1920s…local theaters had employed live musicians to provide accompaniment for silent pictures.  Small houses featured only a pianist or violinist, but glamorous ‘movie places’ engaged full orchestras.”  All these jobs were threatened when Warner Brothers introduced its Vitaphone technology, with prerecorded disks synchronized to projectors.  “Unlike other big studios, Warner did not operate its own theater chains and so had to convince local owners to screen their productions. Theater managers would be eager to show sound movies, Harry Warner hoped, since they could save the expense of hiring musicians.”

The American Federation of Musicians mounted a major PR campaign in an attempt to convince the public that ‘living music’ was better than ‘canned sound.’  A Music Defense League was established, with membership reaching 3 million…but the ‘talkies’ remained popular, and the AFM had to admit defeat.  A lot of musicians did lose their jobs.

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