WEBVTT - The 21st Century Corporation

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news. This is Bloomberg BusinessWeek

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<v Speaker 1>with Carol Masser and Tim Steneveek on Bloomberg Radio.

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<v Speaker 2>Well, the so called Magnificent seven, we talk about him

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<v Speaker 2>each and every day. Yes, I'm gonna remind you it's Apple, Microsoft, Alphabet,

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<v Speaker 2>Amazon and Vidio meta platforms. In Tesla as the group,

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<v Speaker 2>they were up close to seventy percent last year, and

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<v Speaker 2>then in twenty twenty three up one hundred and seven percent.

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<v Speaker 2>Yet our next guest writes in his new book that

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<v Speaker 2>quote the dominance of the seven is likely to be

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<v Speaker 2>as transitory as that of the large business of early generations.

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<v Speaker 2>He offers US Steel, General Motors and IBM as examples

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<v Speaker 2>of companies who shares investors wants clamored to buy, just

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<v Speaker 2>like these of the mag seven.

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<v Speaker 3>Sir John Ky is a writer, professor, economist, economic consultant,

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<v Speaker 3>a fellow at Saint John's College, Oxford, and more. He

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<v Speaker 3>has spent years studying the interplay between business, economics and finance.

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<v Speaker 3>This is so perfect for our audio. His new book

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<v Speaker 3>is The Corporation in the twenty first Century Why almost

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<v Speaker 3>everything we are told about business is wrong, which comes

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<v Speaker 3>out in the US. Tomorrow's er Kay Joining asked him

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<v Speaker 3>from London.

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<v Speaker 2>Hey, so John, good to have you with us this afternoon,

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<v Speaker 2>this evening. Thanks for joining us. As you write in

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<v Speaker 2>the introduction, your target audience is people who would never

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<v Speaker 2>normally pick up a business book, people who read popular

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<v Speaker 2>science or history, but might welcome an intellectually serious, even

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<v Speaker 2>sometimes challenging approach to a subject with whose detail they

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<v Speaker 2>are unfamiliar. Why go for that target audience right now.

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<v Speaker 4>Because there are a lot of people who will intelligent

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<v Speaker 4>people who have opinions about business that are formed on

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<v Speaker 4>the basis of very little. And as I say, there

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<v Speaker 4>are two kinds of business books and bookshops right One

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<v Speaker 4>of the ones that are five tips is how I

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<v Speaker 4>run to run my business better on Monday. And the

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<v Speaker 4>others are how awful capitalism is, and how terrible these

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<v Speaker 4>tech titans are, and how they ought to be cut

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<v Speaker 4>down to size, if not put in jail. And I

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<v Speaker 4>want to write for intelligent people who take a view

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<v Speaker 4>somewhere in between the two, or I just want to

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<v Speaker 4>know about business the way people want to know about

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<v Speaker 4>history or science.

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<v Speaker 3>Well, when you look at business works, you know, sir John,

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<v Speaker 3>when you look at businesses today, it does feel like increasingly,

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<v Speaker 3>even though a few years ago it was all about

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<v Speaker 3>multiple stakeholders, employees, customer companies, so on and so forth,

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<v Speaker 3>it does feel like it is not necessarily the case,

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<v Speaker 3>and increasingly it's about profitability and the c suite. Many

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<v Speaker 3>would say this is that fair, and I mean would

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<v Speaker 3>be right.

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<v Speaker 4>Yeah, well it would be partly right. And the truth

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<v Speaker 4>is that business is about creer eating great businesses and

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<v Speaker 4>we were striking example of that at the moment. We

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<v Speaker 4>have many, but one that is absolutely on your lips

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<v Speaker 4>at the moment is Boeing. And in the second half

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<v Speaker 4>of the twentieth century, people at Boeing built a great business,

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<v Speaker 4>the world's dominant aviation producer, and they were clear that

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<v Speaker 4>that was what they were doing. Bill Hallen, who was

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<v Speaker 4>CEO of Boeing for some time, said we were here

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<v Speaker 4>to live, eat and breathe the world about aeronautics. That

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<v Speaker 4>was what his Boeing was about, and it built planes

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<v Speaker 4>that came to dominate the world. Then in turn of

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<v Speaker 4>the twentieth century there was a takeover or a merger rather,

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<v Speaker 4>which was effectively a cultural although not a financial takeover

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<v Speaker 4>by MacDonald Douglas of Boeing and Harvest. So In Cipher,

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<v Speaker 4>who was CEO of became CEO of Boeing. He had

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<v Speaker 4>been a McDonald douglas executive. He became CEO of Boeing

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<v Speaker 4>and he said, people say this is a great engineering company.

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<v Speaker 4>It is, but people invest in a company because they

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<v Speaker 4>want to make money. And we know the things that

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<v Speaker 4>followed from that, the seven three seven Max which ended

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<v Speaker 4>in disaster, and now we have this pars of astronauts

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<v Speaker 4>are stranded in the International Space Station waiting for Elon

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<v Speaker 4>Musk ironically to come and rescue them. So John set

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<v Speaker 4>up of great business. They did. Then they emphasized sharehold

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<v Speaker 4>of value and they destroyed in the aird not only

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<v Speaker 4>the business but the shareholder value.

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<v Speaker 2>Well, it sounds like that's a case of incentives not

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<v Speaker 2>necessarily being aligned here. And I know as an economist

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<v Speaker 2>you study incentives. Are the incentives of the structure that

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<v Speaker 2>we have that exists today, are they misaligned? Because companies

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<v Speaker 2>are rewarded for what they're able to do on the

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<v Speaker 2>top line and what they're able to do on the

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<v Speaker 2>bottom line, that's what they're rewarded for. Is that the

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<v Speaker 2>wrong thing for them to be rewarded for.

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<v Speaker 4>They're not really rewarded on what they do on the

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<v Speaker 4>top line. They're rewarded on a basis of some three

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<v Speaker 4>year metrics and what happens to the stock price. They're

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<v Speaker 4>not rewarded for creating shareholder value in the long run,

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<v Speaker 4>which is what these twentieth century Boeing executives actually did.

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<v Speaker 4>The way you create shareholder value actually is you build

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<v Speaker 4>a great business, and if you build a great business,

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<v Speaker 4>sharehold sharehold of value follows from that. It's that way round.

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<v Speaker 4>I was interested that one of the reviewers of my

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<v Speaker 4>book was someone who had been an English Test international cricketer,

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<v Speaker 4>and he drew my attention to the by football coach

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<v Speaker 4>Bill Walsh that says the score takes care of itself,

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<v Speaker 4>and that's the message. If you build a great business,

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<v Speaker 4>shareholder value follows from that. Maybe the guys who took

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<v Speaker 4>over Boeing in the twenty first century created shareholder value.

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<v Speaker 4>They certainly paid it quite a lot back to shareholders

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<v Speaker 4>in the twenty tens, but they did a damage irrevocably.

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<v Speaker 4>I suspect the reputation of the.

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<v Speaker 3>Business, Sir John's part of the problem. You know, my husband,

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<v Speaker 3>I talk about this all the time, is that we

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<v Speaker 3>don't make a lot of stuff anymore. We're such a

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<v Speaker 3>service led economy, and I don't know if that has

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<v Speaker 3>changed the dynamics within companies and leaders and so on

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<v Speaker 3>and so forth, And I'm just curious. I'd love to

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<v Speaker 3>have you weigh in on that. Is that part of

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<v Speaker 3>the problem.

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<v Speaker 4>It certainly has happened, but I don't think it's part

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<v Speaker 4>of the problem. And it's almost the opposite of their problem,

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<v Speaker 4>because it used to be that businesses were created by capitalists,

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<v Speaker 4>by rich men who spent some of their fortunes on

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<v Speaker 4>building seal mills and textile plants and so on, and

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<v Speaker 4>employed typically rather unskilled workers to work in them. The

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<v Speaker 4>great businesses now are groups of highly qualified, technically proficient people,

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<v Speaker 4>and the business of running the business is to put

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<v Speaker 4>together the right combinations of people. So we've had that change,

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<v Speaker 4>which has happened so that the means of production are

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<v Speaker 4>now the people, not the plant. But on the other

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<v Speaker 4>side of that, we've had, basically since the nineteen seventies,

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<v Speaker 4>the growth of this idea that the purpose of a

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<v Speaker 4>company is to make money for shareholders, the shareholder value

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<v Speaker 4>CREED and these two things have been pulling in opposite

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<v Speaker 4>directions in ways which I think, in the end dam

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<v Speaker 4>to the legitimacy of the whole market economy as we've

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<v Speaker 4>known it.

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<v Speaker 5>So what is the purpose of a company?

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<v Speaker 4>The purpose of a company is to satisfy a whole

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<v Speaker 4>range of stakeholders. The reason we allow companies to exist

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<v Speaker 4>is that they do a lot of things we want done,

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<v Speaker 4>to produce a great product, to give people satisfying jobs,

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<v Speaker 4>to make money for shareholders. It isn't any one of

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<v Speaker 4>these things. And if you try to make any emphasize

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<v Speaker 4>any one of these things, you do so at the

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<v Speaker 4>expense of totality. And the people who break built great businesses,

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<v Speaker 4>whether we're talking about Sloan at General Motors, whether we're

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<v Speaker 4>talking about Alan Others at Boeing, or whether we're talking

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<v Speaker 4>about the people who built the Magnificent Seven, the tech

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<v Speaker 4>companies we all talk about now, they didn't set out

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<v Speaker 4>I want to make as much money as possible I

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<v Speaker 4>want to make They certainly didn't say it's set out

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<v Speaker 4>to say I want to make a lot of money

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<v Speaker 4>for shareholders. They said I want to build a great business,

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<v Speaker 4>and they did, and the course of doing that, they

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<v Speaker 4>made a lot of money for shareholders. And that's the

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<v Speaker 4>way around it is the sure the score takes care

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<v Speaker 4>of itself.

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<v Speaker 2>So let's go back to the Magnificent Seven into the

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<v Speaker 2>way that we open this, because you do argue in

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<v Speaker 2>the introduction of the book that the mag seven, even

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<v Speaker 2>though people are clamoring to buy the shares of those companies,

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<v Speaker 2>they're going to be just as transient as some of

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<v Speaker 2>those large businesses of earlier generations.

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<v Speaker 4>Why is that, Well, they may even be more transient

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<v Speaker 4>because there's strength lies in their people rather than their plant,

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<v Speaker 4>whereas a Carnegie or Ford or General Motives it was

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<v Speaker 4>a plant that determined the business. These dominance is are

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<v Speaker 4>always almost always transient. Thirty years ago, when people understood

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<v Speaker 4>that information technology was going to be a big thing,

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<v Speaker 4>it was IBM, who as sure as they bought, they

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<v Speaker 4>made that the most valuable company in the world. Now,

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<v Speaker 4>Facebook and Meta are top of many people's lists. I

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<v Speaker 4>know that Facebook. My grandchildren now think that's something for

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<v Speaker 4>people of my age that's not.

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<v Speaker 2>Something we maybe not Instagram and that's and WhatsApp, and

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<v Speaker 2>that's what has been their saving grace.

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<v Speaker 4>Right well, And there's an issue there that we need

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<v Speaker 4>to talk about which is the nature of antitrust policy.

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<v Speaker 4>And we allowed mistakenly, in my view, companies like Meta

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<v Speaker 4>to take over Instagram and WhatsApp, whereas the whole strength

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<v Speaker 4>of the market economy comes from people to new things

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<v Speaker 4>to take the place of the things that went before. Actually,

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<v Speaker 4>Facebook took over from MySpace, which was the predecessor of

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<v Speaker 4>Facebook and providing the kind of space services that Facebook does.

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<v Speaker 4>People have forgotten about MySpace now. Interestingly MySpace and I

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<v Speaker 4>talked to executives there as to why things had gone wrong.

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<v Speaker 4>They said because it was bought by News Corp and

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<v Speaker 4>read group of murder who were mainly interested in creating

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<v Speaker 4>shareholder value.

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<v Speaker 5>That's interesting.

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<v Speaker 3>So, John, one thing I want to ask you is

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<v Speaker 3>if you know your title is why almost everything we

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<v Speaker 3>are told about business is wrong. So if that's the case,

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<v Speaker 3>I am wondering in terms of academic research consultants that

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<v Speaker 3>abound in terms of you know, trying to figure out

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<v Speaker 3>or try to tell or do tell companies what to do.

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<v Speaker 3>If we were getting it wrong, what's the outcome of that?

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<v Speaker 3>And if we don't get it right, if we don't

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<v Speaker 3>maybe perhaps change the academic research about how we think

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<v Speaker 3>about companies. If we don't do that, what's the outcome.

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<v Speaker 4>I think the outcome is that we get things wrong

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<v Speaker 4>in a pretty fundamental way. And in the first half

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<v Speaker 4>of the twentieth century, people saw themselves as trying to

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<v Speaker 4>create a profession of management, which was a respected profession

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<v Speaker 4>like law or medicine or the priesthood or whatever. When

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<v Speaker 4>people were called to do that and derived a lot

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<v Speaker 4>of the satisfaction of their job, not just from what

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<v Speaker 4>they were paid, but from the feeling that they were

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<v Speaker 4>doing contributing something worthwhile to society. We've lost a lot

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<v Speaker 4>of that, and I think it's made business a good

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<v Speaker 4>deal worse as a result. And we can see the

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<v Speaker 4>kind of loss of legitimacy followed. The murder of Brian

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<v Speaker 4>Thompson three or four weeks ago is a pretty good

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<v Speaker 4>example of that. The fact that almost forty percent of

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<v Speaker 4>respondents to a pole suggested that that murder was at

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<v Speaker 4>least partly justified. It seems to me a terrible commentary

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<v Speaker 4>on the way business is now regarded among a large

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<v Speaker 4>section of the population, particularly the young population.

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<v Speaker 2>Is that a commentary on business or is it a

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<v Speaker 2>commentary on the structure of healthcare in the United States,

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<v Speaker 2>which is a result of decisions that politicians have made.

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<v Speaker 4>It's a combination of both. I mean that health care.

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<v Speaker 4>Healthcare is the forefront of that because again, go back

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<v Speaker 4>to into the twentieth century and you see how healthcare

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<v Speaker 4>created antibiotics and vaccines and other drugs that saved lives

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<v Speaker 4>and made a great deal of money for the companies

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<v Speaker 4>that produced them. We've now moved from a health to

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<v Speaker 4>a healthcare sector that is largely people see it as

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<v Speaker 4>being rather there to make as much money from us

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<v Speaker 4>as possible from our need from healthcare. And that's why

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<v Speaker 4>people seem to approve of the murder of Thompson, who

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<v Speaker 4>fifty years ago would have been appalled by it, as

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<v Speaker 4>they should be.

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<v Speaker 3>So where do we go or again, I want to

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<v Speaker 3>kind of dig to, you know, the repercussions, and I

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<v Speaker 3>do actually think about how politics fits into all of

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<v Speaker 3>this of a society that doesn't feel like they're represented anymore.

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<v Speaker 3>I mean, if you've got you know, I think this

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<v Speaker 3>is from your own website, you know, the widening gap

0:14:45.720 --> 0:14:49.360
<v Speaker 3>between executives and employees is destabilizing our societies. Facebook and

0:14:49.360 --> 0:14:51.640
<v Speaker 3>Google have more customers than any companies in history, but

0:14:51.680 --> 0:14:56.840
<v Speaker 3>are widely reviled. So I do wonder, I don't know,

0:14:57.400 --> 0:15:01.160
<v Speaker 3>is there a realization and and we come out on

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<v Speaker 3>a different side, a different view of the relationship between

0:15:05.040 --> 0:15:07.640
<v Speaker 3>employee and employer, Like where does this all go in

0:15:07.680 --> 0:15:10.960
<v Speaker 3>your view? Or how does it? What's the dark scenario?

0:15:11.640 --> 0:15:12.320
<v Speaker 5>Yeah, go ahead.

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<v Speaker 4>We've had a culture change in the last fifty years

0:15:17.440 --> 0:15:21.360
<v Speaker 4>in the wrong direction. I described how in the first

0:15:21.360 --> 0:15:25.240
<v Speaker 4>half of the twentieth century through to nineteen seventies and eighties,

0:15:26.120 --> 0:15:29.040
<v Speaker 4>we had the idea that we were trying to create

0:15:29.080 --> 0:15:35.200
<v Speaker 4>a professional management and people who were employed in large

0:15:35.200 --> 0:15:40.080
<v Speaker 4>companies were there to create great businesses. The shareholder value

0:15:40.160 --> 0:15:45.000
<v Speaker 4>idea that businesses are just about making money has got

0:15:45.000 --> 0:15:46.440
<v Speaker 4>in the way of that now. And this is not

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<v Speaker 4>to say businesses are not there to make money. They

0:15:49.720 --> 0:15:52.960
<v Speaker 4>are there to make money, but they're not just there

0:15:52.960 --> 0:15:56.000
<v Speaker 4>to make money. And if they're just there to make money,

0:15:56.320 --> 0:16:00.840
<v Speaker 4>they're not that successful even at making money. I think

0:16:01.120 --> 0:16:05.680
<v Speaker 4>Percerns famously had about a sign saying we make nothing

0:16:05.720 --> 0:16:09.360
<v Speaker 4>but money, and it's interesting that they ended up not

0:16:09.440 --> 0:16:11.520
<v Speaker 4>making any of that. Is there a.

0:16:11.480 --> 0:16:13.200
<v Speaker 3>Company and we're just got about a minute or so

0:16:13.320 --> 0:16:15.120
<v Speaker 3>that you look at and say, Okay, they've got to

0:16:15.200 --> 0:16:19.080
<v Speaker 3>kind of right the relationship between employer and employee. That

0:16:19.120 --> 0:16:21.040
<v Speaker 3>maybe is a model for the way forward.

0:16:21.120 --> 0:16:25.800
<v Speaker 4>Perhaps I think there's not a model in that sense

0:16:25.840 --> 0:16:29.720
<v Speaker 4>because people cannot talk the right rhetoric. But if I

0:16:29.760 --> 0:16:33.320
<v Speaker 4>go back to the twentieth century, if I go back

0:16:33.360 --> 0:16:37.480
<v Speaker 4>to General Motors and IBM and as they were in

0:16:37.520 --> 0:16:42.160
<v Speaker 4>the years we've talked about the people who were working

0:16:42.200 --> 0:16:45.080
<v Speaker 4>in them, the people who were running them, the people

0:16:45.120 --> 0:16:48.000
<v Speaker 4>who worked for them, knew that they were there to

0:16:48.040 --> 0:16:52.800
<v Speaker 4>create businesses, great businesses, and if you create great businesses,

0:16:53.040 --> 0:16:55.840
<v Speaker 4>you make a lot of money for stockholders. That's the

0:16:55.880 --> 0:16:59.040
<v Speaker 4>way round it is, and that's the most important point

0:16:59.240 --> 0:16:59.840
<v Speaker 4>to get across.

0:17:00.480 --> 0:17:02.960
<v Speaker 5>So then what was the result of their down Why

0:17:03.000 --> 0:17:04.920
<v Speaker 5>did they have a downfall? What happened?

0:17:06.960 --> 0:17:10.840
<v Speaker 4>I think it was a set of social changes that

0:17:10.960 --> 0:17:15.200
<v Speaker 4>happened as a result of the nineteen sixties. We can

0:17:15.680 --> 0:17:17.800
<v Speaker 4>I talk about this at some length in the book

0:17:18.600 --> 0:17:21.760
<v Speaker 4>money Can't Buy Me Love, Can't buy you Love, which

0:17:21.880 --> 0:17:25.080
<v Speaker 4>was the great be Beatles song of the sixties. And

0:17:25.119 --> 0:17:28.680
<v Speaker 4>then I say, well, perhaps it can. And that's about

0:17:28.720 --> 0:17:34.200
<v Speaker 4>the academic work that followed from that. It's easy to

0:17:34.320 --> 0:17:39.400
<v Speaker 4>date it to Freedman's article in nineteen seventy it said

0:17:39.440 --> 0:17:43.679
<v Speaker 4>the social responsibility of a company is to maximize it profits.

0:17:44.160 --> 0:17:51.240
<v Speaker 4>Perhaps more significant was the Powell Memorandum, written by Lewis Powell,

0:17:51.359 --> 0:17:55.639
<v Speaker 4>who became a Supreme Court judge, which tried to persuade

0:17:55.720 --> 0:18:01.280
<v Speaker 4>business that the way they made themselves more legitimate was

0:18:01.320 --> 0:18:05.640
<v Speaker 4>to sponsor the right kind of academic research. And they're

0:18:05.760 --> 0:18:09.720
<v Speaker 4>very successful in that. And the Cato Institute and Theage

0:18:10.200 --> 0:18:14.879
<v Speaker 4>Heritage Foundation, the Business Roundtable or was set up in

0:18:14.920 --> 0:18:18.240
<v Speaker 4>the nineteen seventies in response to this kind of thing,

0:18:19.240 --> 0:18:21.520
<v Speaker 4>and we can see that in the end it hasn't

0:18:21.560 --> 0:18:24.400
<v Speaker 4>made business more legitimate, it's being made it less.

0:18:24.400 --> 0:18:26.920
<v Speaker 3>So think about Peter Goodman's book, right, we were talking

0:18:26.960 --> 0:18:27.360
<v Speaker 3>about this.

0:18:27.359 --> 0:18:29.040
<v Speaker 5>In the world ran out of everything.

0:18:28.840 --> 0:18:31.520
<v Speaker 3>Right, in the role of consultants, many things at play,

0:18:31.600 --> 0:18:35.000
<v Speaker 3>but you know, everybody outsourcing looking to kind of do

0:18:35.040 --> 0:18:36.879
<v Speaker 3>things in a more efficient way, or so in the

0:18:36.920 --> 0:18:39.240
<v Speaker 3>supply chains that moved outside the United States.

0:18:39.359 --> 0:18:41.480
<v Speaker 2>And the Business Roundtable back in twenty nineteen with that

0:18:41.640 --> 0:18:44.000
<v Speaker 2>letter that you know, that statement of purpose of a

0:18:44.040 --> 0:18:47.040
<v Speaker 2>corporation that tried to sort of redefine the purpose.

0:18:46.720 --> 0:18:48.639
<v Speaker 5>Of a company that was what six years ago at

0:18:48.640 --> 0:18:49.119
<v Speaker 5>this point.

0:18:49.200 --> 0:18:50.800
<v Speaker 3>Well, sir John K, you gave us a lot to

0:18:50.840 --> 0:18:53.000
<v Speaker 3>think about, so appreciate your time and good luck with

0:18:53.040 --> 0:18:54.199
<v Speaker 3>the book. Really appreciate it.

0:18:54.200 --> 0:18:55.239
<v Speaker 4>Things measure to joak to you.

0:18:56.320 --> 0:18:58.919
<v Speaker 2>The new book, The Corporation in the twenty first Century,

0:18:58.960 --> 0:19:02.440
<v Speaker 2>Why almost everything we are told about business is wrong,

0:19:02.520 --> 0:19:04.160
<v Speaker 2>comes out in the United States tomorrow