A Brief History of the Corporation: 1600 to 2100

On 8 June, a Scottish banker named Alexander Fordyce shorted the collapsing Company’s shares in the London markets. But a momentary bounce-back in the stock ruined his plans, and he skipped town leaving £550,000 in debt. Much of this was owed to the Ayr Bank, which imploded. In less than three weeks, another 30 banks collapsed across Europe, bringing trade to a standstill. On July 15, the directors of the Company applied to the Bank of England for a £400,000 loan. Two weeks later, they wanted another £300,000. By August, the directors wanted a £1 million bailout.  The news began leaking out and seemingly contrite executives, running from angry shareholders, faced furious Parliament members. By January, the terms of a comprehensive bailout were worked out, and the British government inserted its czars into the Company’s management to ensure compliance with its terms.

If this sounds eerily familiar, it shouldn’t. The year was 1772, exactly 239 years ago today, the apogee of power for the corporation as a business construct. The company was the British East India company (EIC). The bubble that burst was the East India Bubble. Between the founding of the EIC in 1600 and the post-subprime world of 2011, the idea of the corporation was born, matured, over-extended, reined-in, refined, patched, updated, over-extended again, propped-up and finally widely declared to be obsolete. Between 2011 and 2100, it will decline — hopefully gracefully — into a well-behaved retiree on the economic scene.

In its 400+ year history, the corporation has achieved extraordinary things, cutting around-the-world travel time from years to less than a day, putting a computer on every desk, a toilet in every home (nearly) and a cellphone within reach of every human.  It even put a man on the Moon and kinda-sorta cured AIDS.

So it is a sort of grim privilege for the generations living today to watch the slow demise of such a spectacularly effective intellectual construct. The Age of Corporations is coming to an end. The traditional corporation won’t vanish, but it will cease to be the center of gravity of economic life in another generation or two.  They will live on as religious institutions do today, as weakened ghosts of more vital institutions from centuries ago.

It is not yet time for the obituary (and that time may never come), but the sun is certainly setting on the Golden Age of corporations. It is time to review the memoirs of the corporation as an idea, and contemplate a post-corporate future framed by its gradual withdrawal from the center stage of the world’s economic affairs.

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Where the Wild Thoughts Are

For the last week, John Muir quotes have been floating into my head. Uninvited, but not unwelcome. This one in particular has been gently tugging at my attention:

“I only went out for a walk and finally concluded to stay out till sundown, for going out, I found, was really going in.”

Some of you already know why my thoughts have been drifting in this direction. Starting today, I am a free agent, with Ribbonfarm as my base of operations. Some have asked me about the personal story behind this move, but that is frankly too mundane to share. Some have also asked about my business model. I’d share that if I actually had one.

So in lieu of either, let me tell you about the one thing I have sort of worked out: a business philosophy. I call it my “Wild Thoughts” business philosophy, and it was put to the test the very week I sketched it out on the proverbial paper-napkin: two friends independently sent me the same provocative article that’s been doing the rounds, Julien Smith’s The Future of Blogs is Paid Access. Reading it, I immediately realized that this was one decision about the future of Ribbonfarm that I could not postpone. For a variety of reasons, if I was going to consider paid access, I’d have to decide now.

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Waiting versus Idleness

We spend a lot of our lives doing nothing. Doing nothing is usually viewed as wasting time, and there are two ways it can be done. When you waste your own time, it’s called idleness. When others waste your time, it’s called waiting. I enjoy idleness.  I don’t like waiting.

Wasted time is not empty time. Empty time is meditation. You could argue that meditation is about subjective time standing still. Your productive potential, in theory, is either preserved or enhanced through empty do-nothing.  Wasted time is also not the same as recovery, relaxation or recharge time. That’s about using this minute to make another minute more potent.

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The Gollum Effect

Throughout the last year, I’ve been increasingly troubled by a set of vague thoughts centered on the word addiction.  Addiction as a concept has expanded for me, over the last few months, beyond its normal connotations, to encompass the entire consumer economy. Disturbing shows like Hoarders have contributed to my growing sense that conventional critiques of consumerism are either missing or marginalizing something central, and that addiction has something to do with it. These vague, troubling thoughts coalesced into a concrete idea a few weeks ago, when I watched this video of a hand supermodel talking about her work, in a way that I can only describe as creepy.

The concrete idea is something I call the Gollum effect.  It is a process by which regular humans are Gollumized: transformed into hollow shells of their former selves, defined almost entirely by their patterns of consumption.

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Socratic Fishing in Lake Quora

Allow me to introduce you to Seb Paquet, an expert Socratic fisherman on Lake Quora.  He is particularly adept at baiting the hook just right to catch fish of the species Wannabis Oracularis, to which I belong. He is entirely to blame for getting me addicted to Quora in the last month or so (you can follow me here). For those who haven’t yet heard of it, Quora is a booming Q&A site. It just might be the next big social media site to cross the chasm and go mainstream. It is certainly booming right now, and is the darling of tech watchers. But unlike other recent Valley favorites like FourSquare (narrow appeal) and Groupon (for shopaholics), Quora might well become as fundamental to the Web as Google, Facebook or Twitter. Everybody asks and answers questions after all.

If you think the Q&A market is a tired and played-out ancillary market (lazy schoolkids looking for help cheating on homework on Yahoo Answers, tedious transactional Q&A on LinkedIn, let-me-Google-that-for-you sites), you’d be wrong. Quora has demonstrated that Q&A is a viable fundamental market, not a bolt-on ancillary to other markets like social networking or asymmetric messaging. Hang Zhang first helped me appreciate the very subtle social design lurking underneath the apparently simple architecture of Quora, and Seb Paquet, through his baiting, has provided me, over the last month or so, with a crash course in the dynamics of Q&A. Initially, I thought Quora was a fad, that owed its initial meteoric growth to the pedigree of its founders and early backers. I even unfairly labeled it in my head as “Valley mutual admiration society,” but I have now become a convert.

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What Entrepreneurs Can Learn from the Poor

I am going to come across as a terrible person in this post. I recently finished a fascinating book, Portfolios of the Poor, which chronicles the lives of desperately poor people around the world living on less than $2 a day. And I am going to review it from a thoroughly selfish angle: the surprising lessons for entrepreneurs from the $2/day world. In my defense, I started reading the book with nobler and more compassionate motives: I truly did want to understand the plight of the poor and learn what I could do to help. I was also just plain curious about povertynomics, if you will pardon a terrible neologism. But the content of the book was so surprising, and so obviously and intimately connected to the world of entrepreneurship, that that angle hijacked both my reading and blogging intentions.

So let’s go doing some greedy mining of wisdom-of-the-poor. If you’re not interested in entrepreneurship, this is not going to be the best review/summary/introduction for you, but should still be acceptable.

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Ancient Rivers of Money

This entry is part 1 of 15 in the series Psychohistory

Sometimes a single phrase will pop into my head and illuminate a murky idea for me. This happened a few days ago. The phrase was “ancient rivers of money” and suddenly it helped me understand the idea of inertia as it applies to business in a deeper way. Inertia in business comes from predictable cash flows. That’s not a particularly original thought, but you get to new insights once you start thinking about the age of a cash flow.

We think of cash-flow as a very present-moment kind of idea. It is money going in and out right now. But actually, major cash flow patterns are the oldest part of any business. It is the very stability of the cash flow that allows a business to form around it. In fact, most cash flows are older than the businesses that grow around them. They emerge from older cash flows.  When you buy a sandwich at Subway, the few dollars that change hands are part of a very ancient river of money indeed. Through countless small and large course changes, the same river of money that once allowed some ancient Egyptian to buy some bread from his neighbor now allows you to buy a sandwich.

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Coloring the Whole Egg: Fixing Integrated Marketing

Three kids are selling lemonade in their neighborhoods one hot day, to passers-by.

Kid Red yells things like “The best lemonade in town!”

Kid Green yells things like “Hey Joe, how ’bout some lemonade?”

Kid Blue yells things like “It’s hot today! Get your lemonade before you head to the beach!”

Can you identify the future marketer, salesperson and PR guy? It turns out there is a systematic way of guessing. On this important question hinge many things: business vision, market positioning and corporate culture. The answer also drives a mutually-exclusive 3-way choice that sorts companies into marketing, sales, and PR-driven kinds. And perhaps most important, the mutual exclusivity means that the most seductive idea in selling, a 1972 idea known as the “Whole Egg,” (an integrated sales+PR+marketing model) originated by Ed Nay, then president of Young & Rubicam needs an update. The Whole Egg is not a white egg. One primary color will dominate. One of the three functions will always lead. Looking for balance is a recipe for failure. To get to a whole egg, you must first pick a color to paint it.

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The Gervais Principle IV: Wonderful Human Beings

Each of them – and they constitute 80% of humanity – is born the most beautiful baby in the world. Each is an above-average child; in fact the entire 80% is in the top 20% of human beings (it’s crowded up there). Each grows up knowing that he or she is deeply special in some way, and destined for a unique life that he or she is “meant” to live.

Series Home | Part I | Part II | Part III | Part IV | Part V | Part VI | ebook

 

In their troubled twenties, each seeks the one true love that they know is out there, waiting for them, and their real calling in life. Each time they fail at life or love, their friends console them: “You are a smart, funny, beautiful and incredibly talented person, and the love of your life and your true calling are out there somewhere. I just know that.” The friends are right of course: each marries the most beautiful man/woman in the world, discovers his/her calling, and becomes the proud parent of the most beautiful baby in the world. Eventually, each of them retires, earns a gold watch, and somebody makes a speech declaring him or her to be a Wonderful Human Being.

You and I know them as Losers. Welcome to Part IV of the Gervais Principle series. Read Parts I, II and III first, otherwise you will misunderstand (and possibly be deeply offended by) this post.

Last time, we left one of the unfortunate Clueless, Andy Bernard, staring with deep frustration and anger at the world of the Wonderful Human Beings, pining to join, but rejected and humiliated.

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How Good Becomes the Enemy of Great

“Good is the enemy of great” is an insight that a lot of people have stumbled upon, though I can’t trace the origin of the phrase.  It might be Jim Collins’ Good to Great, but I am not sure. A hint about the dynamics are in that book (again, an insight I’ve heard elsewhere): good people with a bad process will always beat incompetent people working with a good process.

The clue is in the word process. Process is how good becomes the enemy of great. And I mean process in its most general form, not just the rigid bureaucratic stereotype. So a specific portfolio analysis technique for picking stocks to maximize some risk/returns function, or any sort of “methodology” is a process. A 12-step program is a process. A “Maximize Your Creativity” book that deals in colorful balls and right-brained art exercises is still a process. “Be agile and improvise” is also a process. If it can be defined and written down as a prescription, with any kind of promise attached, it is a process.

Here’s why this happens. Processes (and systems) of any sort first emerge when a spectacular and undisciplined success occurs. Like a startup — XYZ Corp. say, getting wildly successful. Or the PQR basketball team racking up a string of victories. Or an actor making it big in Hollywood. First, there’s a success that attracts imitative greed. Then something very predictable happens. A “great” story is retold in ways that only capture the “good” part.

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