WEBVTT - David Gelles

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<v Speaker 1>Welcome, Welcome, Welcome back to the Bob Left Steps podcast.

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<v Speaker 1>My guest today is David Gillis, author of the new

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<v Speaker 1>book The Man Who Broke Capitalism, all about Jack Welch

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<v Speaker 1>and how he ruined the economy and more so. David,

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<v Speaker 1>good to have you on the podcast. Why did you

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<v Speaker 1>decide to write the book. I've been a business reporter

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<v Speaker 1>for more than ten years now, and I'm always looking

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<v Speaker 1>for those big stories that can sort of help explain

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<v Speaker 1>and synthesize how we got here in the world we

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<v Speaker 1>live in. And I'll tell you the details of how

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<v Speaker 1>I arrived on Jack as a subject. But when I

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<v Speaker 1>arrived there, when I really realized, when it sort of

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<v Speaker 1>clicked for me about two years ago, that this was

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<v Speaker 1>an individual. This was a story that was one of

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<v Speaker 1>those meta narratives that Christopher iised some of these big

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<v Speaker 1>transformative forces at work in the economy. It was sort

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<v Speaker 1>of a lay up for me to go after it

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<v Speaker 1>as a real target for the book. Okay, how come

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<v Speaker 1>the rest of the business press missed this for decades?

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<v Speaker 1>Oh man, that's one of the big questions, and I

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<v Speaker 1>tried to address some of that in the book. I

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<v Speaker 1>think it's important to remember that at first, they didn't

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<v Speaker 1>necessarily miss it. In those first couple of years after

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<v Speaker 1>Welch took over in the early nineteen eighties we're now

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<v Speaker 1>talking about, he was dubbed neutron Jack. People saw the

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<v Speaker 1>mass layoffs, people saw the factory closures, and they realized

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<v Speaker 1>that this was a man who was unleashing a destabilizing

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<v Speaker 1>force on the American economy, and they called him out

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<v Speaker 1>for it rightly, and he got very unflattering press on

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<v Speaker 1>sixty Minutes Newsweek dubbed him neutron Jack, and it was

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<v Speaker 1>a pretty rough news cycle for him, if you will.

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<v Speaker 1>But then here's what happened, and we got to acknowledge

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<v Speaker 1>this because it's part of the complex and difficult conversation.

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<v Speaker 1>All of the stuff he did started to work, and

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<v Speaker 1>it all worked in delivering g E record short term profits,

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<v Speaker 1>record short relatively short term and we should have a

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<v Speaker 1>discussion about how we measure time horizons here. But for

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<v Speaker 1>most of his twenty years as CEO of g E,

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<v Speaker 1>the stock kept going up, and as long as the

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<v Speaker 1>stock kept going up, sort of irregardless of the human

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<v Speaker 1>cost on the ground, people were cheering along because that

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<v Speaker 1>was the world that we all had decided, more or less,

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<v Speaker 1>we wanted to live in one in which we were

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<v Speaker 1>going to measure success and the health of the American

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<v Speaker 1>economy by the market capitalization of America's biggest companies. And

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<v Speaker 1>what he did was find a formula towards keep g

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<v Speaker 1>IS stock moving up. It's sort of inexorably for twenty years.

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<v Speaker 1>And so during that time it became very hard for

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<v Speaker 1>the business press to sort of see through and look

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<v Speaker 1>past all that and really evaluate the consequences of what

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<v Speaker 1>was going on. I don't want to say that I'm brilliant,

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<v Speaker 1>but certainly by time we hit the end of the nineties,

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<v Speaker 1>it was clear to me that he was cooking the books.

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<v Speaker 1>I mean cooking the books. Would say there's illegality, I

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<v Speaker 1>want to go that far, that he was manipulating the books,

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<v Speaker 1>but that was not in the business press. There was

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<v Speaker 1>very little of it. And I'm reminded here of the

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<v Speaker 1>financial crisis in two thousand and eight, when everyone said, like, wait,

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<v Speaker 1>these sub prime mortgages were a bad thing after all,

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<v Speaker 1>Like where was the scrutiny right that that, like hyper

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<v Speaker 1>uh financialization and like collaterized that obligations might be a

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<v Speaker 1>problem uh, that there was very little recognition of uh

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<v Speaker 1>of of some of those issues by the business press

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<v Speaker 1>in the immediate months preceding the absolute implosion. And similarly

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<v Speaker 1>that you're absolutely right to say that there was inadequate

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<v Speaker 1>scrutiny of ges earnings. I think in the ES in particular.

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<v Speaker 1>Now things were different. Then, the whole culture of Wall

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<v Speaker 1>Street and corporate America was focused on much less transparency.

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<v Speaker 1>This was before the Sarbanes Oxley Act, before the big

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<v Speaker 1>scandals of the early two thousands, when Enron, World, Calm

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<v Speaker 1>and Tycho collapse, leading to a much greater degree of

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<v Speaker 1>oversight by the federal government. That said, Uh, you're entirely

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<v Speaker 1>correct to say that for something like almost eighty quarters

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<v Speaker 1>in a row, g e meet or beat analysts, expectations

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<v Speaker 1>and anyone. You don't have to be a genius to

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<v Speaker 1>understand that something is going on for that to happen.

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<v Speaker 1>Something fishy is going on for a company to meet

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<v Speaker 1>or beat for eighty quarters in a row, because that

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<v Speaker 1>just doesn't happen, right that that's like against the laws

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<v Speaker 1>of nature. So you talk about the change in regulations,

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<v Speaker 1>this is your beat, and we know we had regulations.

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<v Speaker 1>And then Trump undercut regulations. So to what degree, uh,

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<v Speaker 1>do these corporations have to report now? To what degree

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<v Speaker 1>it is different from the nineties I'm talking about presently? Yeah,

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<v Speaker 1>that I would say, on balance, there is more granular

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<v Speaker 1>level of reporting happening by major corporations today. There is

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<v Speaker 1>certainly more accountability when it comes to the boards, and

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<v Speaker 1>that was a big part of those early regulations. Um.

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<v Speaker 1>If you know, if boards are signing off on truly

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<v Speaker 1>cooked books, it doesn't get easy for for them to

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<v Speaker 1>escape accountability. It's also the case that there are very

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<v Speaker 1>few companies that are employing the same kinds of financial

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<v Speaker 1>shenanigans that g E was up to. And there are

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<v Speaker 1>very few companies that have anything close to UH an

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<v Speaker 1>entity as complex as ge Capital was in the ninet

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<v Speaker 1>nineties and early two thousand's um not to mention something

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<v Speaker 1>like that paired alongside a massive, sprawling industrial business. So

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<v Speaker 1>the comps get a little tricky right now. And it's

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<v Speaker 1>also the case that when companies do engage in some

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<v Speaker 1>of these shenanigans, the SEC has gotten better I think

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<v Speaker 1>at calling them out and dinging them, you know, they

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<v Speaker 1>and they ultimately caught up with in two thousand nine,

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<v Speaker 1>the then CEO, Jeff M. L. Jack, Welch's chosen successor,

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<v Speaker 1>settled these sweeping accounting fraud charges with the SEC that

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<v Speaker 1>mostly covered the period from roughly I think two thousand

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<v Speaker 1>three to two thousand five or so, just after Whils retired.

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<v Speaker 1>But in the settlement and in the news release and

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<v Speaker 1>all the remarks that the SEC made at the time

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<v Speaker 1>of that settlement, they pointed to what sure looked like

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<v Speaker 1>decades of impropriety. And we won't know right because we

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<v Speaker 1>we there isn't the forensic accounting from the eighties and nineties,

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<v Speaker 1>but they made the point that it sure looked like

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<v Speaker 1>GE had been up to this sort of stuff, which

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<v Speaker 1>they ultimately, you know, settled with the SEC for for

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<v Speaker 1>years and years and years. In the newspaper today, there's

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<v Speaker 1>a story about how the institutions, the professionals really didn't

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<v Speaker 1>lose money on crypto. It was the retail investor. Anybody

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<v Speaker 1>who's been exposed to one of these public companies know

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<v Speaker 1>the knows that the CFO plays a huge role. And

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<v Speaker 1>I can give specific examples from my own exposure of

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<v Speaker 1>people who are literally shipping product changing to make the

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<v Speaker 1>numbers look good. Okay, so that whatever they are, there

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<v Speaker 1>is some fudge space. I'm not saying you can take

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<v Speaker 1>a company to lose a hundred million and now makes

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<v Speaker 1>a hundred million. But the public doesn't seem to understand this.

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<v Speaker 1>So to what degree have you encountered this in your reporting?

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<v Speaker 1>Listen on the crypto front, I think what we're seeing

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<v Speaker 1>is the popping of a speculative bubble, and it's very

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<v Speaker 1>hard to know when you know, when people stop buying

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<v Speaker 1>two lips, just how how far the bottom is going

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<v Speaker 1>to fall out from under people. I think the critical

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<v Speaker 1>first point you made is one that is a through

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<v Speaker 1>line of the reporting in this book as well, which

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<v Speaker 1>is that the people in charge rarely face consequences, and

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<v Speaker 1>and that the men, and they're almost always men who

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<v Speaker 1>have the most power in this economy and the most

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<v Speaker 1>money in this economy are usually going to do just fine.

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<v Speaker 1>There is very very little accountability for corporate mouthfeasance in

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<v Speaker 1>this country, and there is a grand tradition in America

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<v Speaker 1>of true impunity, even for the worst offenders and even

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<v Speaker 1>for those who unleashed the most damage on society at large.

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<v Speaker 1>So it doesn't surprise me at all that we're starting

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<v Speaker 1>to see the same patterns play out in crypto and

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<v Speaker 1>and F. T. S Um and my book, frankly is

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<v Speaker 1>a recitation of like hundreds and hundreds examples of how

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<v Speaker 1>Jack Welch and his cronies played the same game at

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<v Speaker 1>major public companies for the better part of four decades.

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<v Speaker 1>Let's go to the present day. So within the last

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<v Speaker 1>six months, stock market has gone down, but let's focus

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<v Speaker 1>on Netflix. Netflix reports essentially a flat quarter, loses seventy

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<v Speaker 1>of the stock value. Let's be very clear, almost all

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<v Speaker 1>of that decline is based on scuttle button analysts, this

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<v Speaker 1>and that, very little to do with the underlying business.

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<v Speaker 1>There might be question the underlying business, but you know,

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<v Speaker 1>a drop of seventy and then of course a lot

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<v Speaker 1>of other things have dropped simultane you know, later than that, etcetera.

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<v Speaker 1>So to what degree is the street disconnected from businesses?

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<v Speaker 1>And as long as they're making money, they don't really

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<v Speaker 1>care what the hell you're doing? Uh? Well, who who

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<v Speaker 1>is the day? And that last part of the question,

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<v Speaker 1>the street or the business? I would say Wall Street

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<v Speaker 1>meaning investors. I'll just make it a general investment community. Yeah,

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<v Speaker 1>I mean, there's this is the subject of many you know, dissertations, Bob.

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<v Speaker 1>I think when we talk about a story like Netflix, right,

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<v Speaker 1>like that stock was obviously inflated because it was one

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<v Speaker 1>of these pandemic stocks. And when the world moved online

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<v Speaker 1>and everyone started spending twelve hours a day on their computers,

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<v Speaker 1>um netfolks, shoure looked like a goodbye. And so, to

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<v Speaker 1>answer one of the parts of that question more directly, like,

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<v Speaker 1>there's of course a huge disconnect between the stock market

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<v Speaker 1>and the fundamentals of any business. Um. You know that

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<v Speaker 1>the stock is sort of a proxy for people's confidence

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<v Speaker 1>in future earnings, Like we know this um in terms

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<v Speaker 1>of the street and what they believe. I think that's it.

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<v Speaker 1>That's a harder question for me to answer. I'm not

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<v Speaker 1>an analyst, and you know, many analysts are gonna pour

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<v Speaker 1>money into companies that are you know, are are going

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<v Speaker 1>to invest heavily in companies that aren't making money. We

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<v Speaker 1>see that all the time with big, unprofitable tech companies.

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<v Speaker 1>And it's also the case conversely that there are plenty

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<v Speaker 1>of companies that have um you know, very respectable, reliable,

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<v Speaker 1>maybe even growing, though perhaps not terribly quickly, profits that

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<v Speaker 1>one could say are are tremendously undervalued. I think to

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<v Speaker 1>to sort of comment on anyone's stock is is difficult,

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<v Speaker 1>especially at the moment we're seeing a major market correction,

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<v Speaker 1>and there's so many other global forces at work from

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<v Speaker 1>the supply chain at Ukraine. Um So I would just

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<v Speaker 1>say that in any few months, sort of reading too

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<v Speaker 1>much into the movement of a particular stock is sort

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<v Speaker 1>of an exercise and potential folly. But if you look

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<v Speaker 1>at the long chart of g E, I think you

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<v Speaker 1>really do see the story that I tell in my

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<v Speaker 1>book played out quite quite viscerally, which is that for

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<v Speaker 1>twenty years Jack Welch essentially used this combination of downsize

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<v Speaker 1>and deal making and financialization to inflate the valuation of

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<v Speaker 1>GEES stock, and that as soon as those games stopped

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<v Speaker 1>working for some combination of reasons that we can get into,

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<v Speaker 1>the stock fell apart and never recovered. And it was

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<v Speaker 1>just last year, of course, at the curren CEO Larry

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<v Speaker 1>Colp said that they were going to split the company

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<v Speaker 1>up forever. Okay, let's go back to the narrative. Paint

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<v Speaker 1>the picture of what's happening with g E and how

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<v Speaker 1>Jack gets the gig and what are the financial conditions, compensation,

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<v Speaker 1>show us what's going on when he comes on as CEO. Yeah.

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<v Speaker 1>Jack took over g E in n and before that. Uh,

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<v Speaker 1>it's really hard to overstate what an integral company General

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<v Speaker 1>Electric was to the American economy. This was the company

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<v Speaker 1>that was founded by Thomas Edison that you know, introduced

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<v Speaker 1>or popularized everything from the radio to the dishwasher, to

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<v Speaker 1>the refrigerator, to the jet engine, to the laser to

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<v Speaker 1>the damn plastic the guys who landed on the moon

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<v Speaker 1>were we're in other visors. Um GE was essentially deeply

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<v Speaker 1>integrated and someone would say synonymous with the American economy

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<v Speaker 1>for all for much of the twenties entry and that

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<v Speaker 1>was the company that he inherited in nineteen. Now for

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<v Speaker 1>those years, for that ten years or so before he

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<v Speaker 1>took over, the stock had mostly been flat. You know,

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<v Speaker 1>the economy as a whole was experiencing stag inflation sort

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<v Speaker 1>of combination of stagnant uh stagnant growth and inflation that

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<v Speaker 1>was making for a really rough run for investors. And

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<v Speaker 1>Welch comes to the job with this real single minded

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<v Speaker 1>focus towards reversing that trend and making g E not

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<v Speaker 1>only engine of profits, but really, in his mind it

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<v Speaker 1>had the potential to be the most valuable company in

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<v Speaker 1>the world, and he set about doing that um But

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<v Speaker 1>the CEO he took over from could not have been

0:14:50.640 --> 0:14:53.680
<v Speaker 1>more different the guy who preceded him, Regg Jones. He

0:14:53.760 --> 0:14:58.520
<v Speaker 1>was this sort of genteel Englishman. He lived quite modestly

0:14:58.720 --> 0:15:02.320
<v Speaker 1>relative to certainly the way Jack would one day run

0:15:02.560 --> 0:15:07.120
<v Speaker 1>run the company. As a CEO, he made you know,

0:15:07.960 --> 0:15:10.640
<v Speaker 1>a respectable sum a million dollars or so, maybe more

0:15:10.640 --> 0:15:12.440
<v Speaker 1>a couple million dollars by the end of his tenure,

0:15:12.440 --> 0:15:15.960
<v Speaker 1>but not tens or hundreds of millions of dollars. And

0:15:16.000 --> 0:15:18.920
<v Speaker 1>so Jack comes in and is about the opposite in

0:15:18.960 --> 0:15:25.040
<v Speaker 1>every way. He is brash, impulsive, He is argumentative, whereas

0:15:26.360 --> 0:15:31.240
<v Speaker 1>Regg Jones had been cerebrill and deliberative and from you know, cordial.

0:15:32.360 --> 0:15:39.280
<v Speaker 1>Welch is completely unafraid to throw tradition out the window.

0:15:39.880 --> 0:15:45.360
<v Speaker 1>Whereas Jones had been very respectful of gees legacy, and

0:15:45.960 --> 0:15:51.840
<v Speaker 1>whereas Regg Jones really focused on making ge UH an

0:15:51.840 --> 0:15:54.440
<v Speaker 1>excellent version of the company it already was when he

0:15:54.480 --> 0:15:57.920
<v Speaker 1>took over in the early seventies or eight sixties, Welch

0:15:58.280 --> 0:16:02.240
<v Speaker 1>comes to the job with almost like an a completely

0:16:03.600 --> 0:16:06.560
<v Speaker 1>um immoral is not the right word. What's the word um?

0:16:06.880 --> 0:16:13.640
<v Speaker 1>With no real allegiance to gees traditional businesses of lighting

0:16:14.120 --> 0:16:17.440
<v Speaker 1>and power systems and transportation. You know, he'll make the

0:16:17.440 --> 0:16:19.600
<v Speaker 1>most of those businesses, but at the end of the day,

0:16:19.880 --> 0:16:23.680
<v Speaker 1>he's much more interested in things like media and finance

0:16:23.800 --> 0:16:29.800
<v Speaker 1>and all sorts of finance UM too, and sees those

0:16:30.120 --> 0:16:33.600
<v Speaker 1>new industries as the real future for General Electric. And

0:16:33.640 --> 0:16:37.040
<v Speaker 1>he identifies all that all everything I just described is

0:16:37.120 --> 0:16:39.880
<v Speaker 1>pretty clear within the first year or so that Welch

0:16:39.960 --> 0:16:41.920
<v Speaker 1>takes over, and then he makes good on it. He

0:16:41.960 --> 0:16:45.560
<v Speaker 1>spent the next twenty years sort of executing on that plan.

0:16:46.320 --> 0:16:48.960
<v Speaker 1>Let's go back a chapter. Who is this guy? You

0:16:49.000 --> 0:16:52.760
<v Speaker 1>read the book and it's reference that he has short

0:16:52.840 --> 0:16:57.000
<v Speaker 1>man syndrome. The other thing is when you work in

0:16:57.040 --> 0:17:02.920
<v Speaker 1>a giant corporation, yes you have to deliver, but relationships

0:17:02.920 --> 0:17:06.679
<v Speaker 1>and getting along but one of the key elements. So

0:17:06.760 --> 0:17:09.280
<v Speaker 1>let's start out with who is this guy and how

0:17:09.280 --> 0:17:11.919
<v Speaker 1>does he end up? G Yeah, we'll tell that to

0:17:12.000 --> 0:17:14.040
<v Speaker 1>Jack Wellips that you need to be nice to your colleagues.

0:17:14.280 --> 0:17:17.239
<v Speaker 1>I think he would have disagreed with you. At the

0:17:17.280 --> 0:17:20.800
<v Speaker 1>top it's a different game. He was. He was an

0:17:20.920 --> 0:17:23.000
<v Speaker 1>argument at of s ob from the get go. All right,

0:17:23.040 --> 0:17:25.200
<v Speaker 1>So who was this guy? Jack Bats was the only

0:17:25.320 --> 0:17:28.439
<v Speaker 1>son of a poor family who grew up in the

0:17:28.520 --> 0:17:31.919
<v Speaker 1>suburbs of Boston. His mom was a homemaker, his father

0:17:33.119 --> 0:17:38.960
<v Speaker 1>was a unionized rail conductor on the local UH commuter

0:17:39.000 --> 0:17:48.120
<v Speaker 1>train system. Welch was as you said, short, uh, muscular, feisty, argumentative.

0:17:48.480 --> 0:17:50.399
<v Speaker 1>He grew up he had a chip on his soldier

0:17:50.440 --> 0:17:52.199
<v Speaker 1>from an early age. He said, I grew up with

0:17:52.200 --> 0:17:54.879
<v Speaker 1>my nose pressed up against the glass. He was poor

0:17:55.160 --> 0:17:57.159
<v Speaker 1>and he knew it, and he did not like it.

0:17:58.280 --> 0:18:01.480
<v Speaker 1>His parents were Irish, hathlic His mother made him an

0:18:01.600 --> 0:18:04.600
<v Speaker 1>ultra boy, but also instilled in him a real competitive street.

0:18:04.720 --> 0:18:06.800
<v Speaker 1>Made him learned how to play poker as a kid

0:18:07.040 --> 0:18:10.359
<v Speaker 1>by using his own allowance money, so right away at

0:18:10.400 --> 0:18:13.800
<v Speaker 1>this visceral sense of winning and losing. Um, he was

0:18:13.840 --> 0:18:17.920
<v Speaker 1>incredibly smart. And I always mentioned that because there's no

0:18:18.119 --> 0:18:19.720
<v Speaker 1>there's no way that he could have done all the

0:18:19.800 --> 0:18:27.159
<v Speaker 1>things he did without having an absolutely, absolutely um you know,

0:18:27.600 --> 0:18:31.199
<v Speaker 1>keen sense not only in strategy and intuition, but he

0:18:31.320 --> 0:18:35.040
<v Speaker 1>was also just you know, brilliant ability to hold and

0:18:35.080 --> 0:18:37.920
<v Speaker 1>synthesize great deals of information. He was smarter than a

0:18:37.960 --> 0:18:39.760
<v Speaker 1>lot of the people he worked with, and he knew it,

0:18:40.280 --> 0:18:44.160
<v Speaker 1>and even early in his career when he hadn't proved anything, uh,

0:18:45.119 --> 0:18:48.200
<v Speaker 1>that pisted him off as well. He went to college

0:18:48.280 --> 0:18:50.840
<v Speaker 1>and then was the youngest person ever to graduate with

0:18:50.880 --> 0:18:55.359
<v Speaker 1>a PhD from University of Champagne in Illinois. Graduated with

0:18:55.400 --> 0:18:58.000
<v Speaker 1>a PhD in chemical engineering I believe it was, and

0:18:58.040 --> 0:19:00.600
<v Speaker 1>his first job was a g e um. First year

0:19:00.640 --> 0:19:03.280
<v Speaker 1>in he threatens to quit because he gets a one

0:19:03.320 --> 0:19:06.119
<v Speaker 1>thou dollar raise, just like the other people in his group,

0:19:06.200 --> 0:19:08.600
<v Speaker 1>but he thinks he deserves more, so he almost he

0:19:08.680 --> 0:19:11.920
<v Speaker 1>threatens to quit. He finally talks his boss's boss into

0:19:11.920 --> 0:19:14.200
<v Speaker 1>giving him a little more money, uh, and he agrees

0:19:14.240 --> 0:19:16.399
<v Speaker 1>to stay. And then it's sort of off to the races.

0:19:16.480 --> 0:19:19.679
<v Speaker 1>They start moving him up pretty swiftly, and he rises

0:19:19.680 --> 0:19:23.360
<v Speaker 1>through the ranks at GE for you know, better part

0:19:23.400 --> 0:19:26.520
<v Speaker 1>of twenty odd years, twenty five years before he's ultimately

0:19:26.560 --> 0:19:37.320
<v Speaker 1>made CEO. Why does he get moved up the ranks

0:19:38.080 --> 0:19:42.640
<v Speaker 1>and it's just despite his edgy personality or somehow does

0:19:42.720 --> 0:19:47.920
<v Speaker 1>that help him? And how does he get chosen at CEO? Yeah?

0:19:48.760 --> 0:19:51.320
<v Speaker 1>It certainly seemed to help him. You know, ge was

0:19:51.640 --> 0:19:56.520
<v Speaker 1>a deferential culture. It was in line with much of

0:19:56.560 --> 0:19:59.760
<v Speaker 1>corporate America where there weren't a lot of very hard

0:19:59.840 --> 0:20:03.760
<v Speaker 1>edge is um. But the fact that he was so

0:20:03.880 --> 0:20:07.800
<v Speaker 1>different and that he was willing to essentially fire people

0:20:08.080 --> 0:20:10.600
<v Speaker 1>to improve the profitability of a group, that he was

0:20:10.640 --> 0:20:15.800
<v Speaker 1>willing to push his executives and his team members to

0:20:15.920 --> 0:20:21.120
<v Speaker 1>go harder, to work faster, to take chances with volatile processes,

0:20:21.160 --> 0:20:24.400
<v Speaker 1>and which in one case resulted in the of blowing

0:20:24.480 --> 0:20:27.000
<v Speaker 1>up of a factory that he was very proud of

0:20:27.080 --> 0:20:30.280
<v Speaker 1>in in his own way, this set him apart. And

0:20:30.320 --> 0:20:33.760
<v Speaker 1>so at that moment, after a decorative stagflation, just just

0:20:33.760 --> 0:20:37.160
<v Speaker 1>just just slow down for one second. Define for those

0:20:37.200 --> 0:20:39.480
<v Speaker 1>who were not as sophisticated and informed as you, what

0:20:39.480 --> 0:20:43.200
<v Speaker 1>do you mean by him blowing up a factory. Yeah,

0:20:43.359 --> 0:20:49.359
<v Speaker 1>this is a relatively well well documented incident. Somewhat earlier

0:20:49.400 --> 0:20:55.080
<v Speaker 1>in his career. He's running a factory in Massachusetts. They're

0:20:55.119 --> 0:20:57.600
<v Speaker 1>trying to come up with a new product. There's a

0:20:57.640 --> 0:21:00.960
<v Speaker 1>real pressure from the folks up to op or down

0:21:01.000 --> 0:21:04.520
<v Speaker 1>in Fairfield as it were, at headquarters, to get this

0:21:04.680 --> 0:21:08.119
<v Speaker 1>right and to make a profitable new plastic A S

0:21:08.119 --> 0:21:10.560
<v Speaker 1>A P and get it to market. They were having

0:21:10.560 --> 0:21:15.680
<v Speaker 1>trouble doing it, but Welch, you know, had his team

0:21:15.720 --> 0:21:18.720
<v Speaker 1>pushing as hard as they possibly could, and in the

0:21:18.800 --> 0:21:24.520
<v Speaker 1>end that meant experimenting with some very highly volatile processes

0:21:24.560 --> 0:21:27.560
<v Speaker 1>and solutions that probably hadn't been fully vetted from a

0:21:27.600 --> 0:21:30.840
<v Speaker 1>safety perspective. And one day he's sitting there in his

0:21:31.040 --> 0:21:35.399
<v Speaker 1>office overlooking Plastics Avenue in Massachusetts and boom, the whole

0:21:35.520 --> 0:21:40.400
<v Speaker 1>plant blows up and there's a massive explosion the building,

0:21:40.600 --> 0:21:44.280
<v Speaker 1>the roof of the building is blown off. Miraculously, no

0:21:44.359 --> 0:21:46.800
<v Speaker 1>one has hurt, no one is seriously injured, no one

0:21:46.800 --> 0:21:51.960
<v Speaker 1>has killed uh. And yet it was sort of one

0:21:51.960 --> 0:21:57.240
<v Speaker 1>of these early anecdotes that that demonstrated just how potentially

0:21:57.320 --> 0:22:01.120
<v Speaker 1>volatile this man was, how how explosive he could be

0:22:01.200 --> 0:22:04.600
<v Speaker 1>as a manager. He's called to Fairfield to headquarters the

0:22:04.640 --> 0:22:06.840
<v Speaker 1>next day as to drive a hundred miles or so

0:22:06.880 --> 0:22:10.440
<v Speaker 1>and explain himself to the to the higher ups at headquarters,

0:22:10.480 --> 0:22:13.800
<v Speaker 1>and essentially they gave him a pass. And that, to me,

0:22:13.960 --> 0:22:18.520
<v Speaker 1>I think, really was one of those moments where he

0:22:18.680 --> 0:22:21.640
<v Speaker 1>suddenly realized that he could get away with it, and

0:22:21.720 --> 0:22:26.560
<v Speaker 1>even if he pushed people. Even if he was taking chances,

0:22:26.640 --> 0:22:31.440
<v Speaker 1>even if he caused some real destruction, there weren't immediate consequences,

0:22:31.480 --> 0:22:35.240
<v Speaker 1>and that I have to believe embolded him. Going forward.

0:22:36.200 --> 0:22:39.119
<v Speaker 1>How do you actually get the Giga CEO? There was

0:22:39.119 --> 0:22:44.040
<v Speaker 1>a process, as there always is. Regg Jones himself requested

0:22:44.480 --> 0:22:50.000
<v Speaker 1>that Jack b included in the in the vetting process,

0:22:50.080 --> 0:22:55.720
<v Speaker 1>and then um, they made they made the the potential

0:22:56.000 --> 0:22:59.160
<v Speaker 1>candidates to succeed Red Shans write a series of memos

0:22:59.200 --> 0:23:02.919
<v Speaker 1>to a series of interviews. Uh. And in one of

0:23:02.960 --> 0:23:08.160
<v Speaker 1>those memos, Welch outlines this vision for a much more aggressive,

0:23:08.440 --> 0:23:13.240
<v Speaker 1>much more competitive, much more ruthless, frankly version of g E,

0:23:13.600 --> 0:23:16.679
<v Speaker 1>one that would compete in a different way in the

0:23:16.760 --> 0:23:20.879
<v Speaker 1>nineteen eighties. And uh, you know Jones and the board

0:23:21.040 --> 0:23:23.080
<v Speaker 1>they bought into that vision, and he got the gig

0:23:23.240 --> 0:23:26.040
<v Speaker 1>and he was he was young, he was a shock candidate.

0:23:26.560 --> 0:23:28.600
<v Speaker 1>And uh, I think I'm quote, I think I'm gonna

0:23:28.600 --> 0:23:31.040
<v Speaker 1>get this quote right when when when it was announced

0:23:31.320 --> 0:23:35.280
<v Speaker 1>the Wall Street Journal said that g E had replaced

0:23:35.320 --> 0:23:39.440
<v Speaker 1>a legend with a live wire. So we know, via

0:23:39.560 --> 0:23:44.919
<v Speaker 1>ge capital and so many other things, that Jack was

0:23:45.000 --> 0:23:49.320
<v Speaker 1>really into financialization. The average person was not aware of

0:23:49.440 --> 0:23:54.960
<v Speaker 1>the extreme depth of financialization on Wall Street until the

0:23:55.000 --> 0:23:59.320
<v Speaker 1>two thousand and eight crash, But even for years before that,

0:24:00.119 --> 0:24:03.879
<v Speaker 1>people had commented that Wall Street no longer build things,

0:24:04.240 --> 0:24:08.200
<v Speaker 1>It was the business of money that was their business.

0:24:08.280 --> 0:24:12.720
<v Speaker 1>To what degree was Jack responsible for that and how

0:24:12.720 --> 0:24:18.480
<v Speaker 1>did he get into that vertical of capital. I would

0:24:18.720 --> 0:24:23.960
<v Speaker 1>hesitate to put the whole transformation of Wall Street on

0:24:24.720 --> 0:24:27.000
<v Speaker 1>Welch's feet. I lay a lot of blame at his

0:24:27.080 --> 0:24:29.200
<v Speaker 1>feet for a lot of different issues. I think Wall

0:24:29.240 --> 0:24:31.679
<v Speaker 1>Street was going to be changing during the nineteen eighties

0:24:31.800 --> 0:24:35.800
<v Speaker 1>almost no matter what. Where I think welch Is influence

0:24:36.680 --> 0:24:42.000
<v Speaker 1>really connected Wall Street with corporate America. Was the degree

0:24:42.000 --> 0:24:47.080
<v Speaker 1>to which he made Ge adopt a lot of the

0:24:47.119 --> 0:24:51.560
<v Speaker 1>worst aspects of banks and other global financial institutions. And

0:24:51.600 --> 0:24:55.520
<v Speaker 1>we then saw many other companies following suit and doing

0:24:55.560 --> 0:24:59.920
<v Speaker 1>some of the same things. In terms of how exact

0:25:00.280 --> 0:25:03.240
<v Speaker 1>he did it, it all started with this little unit

0:25:03.240 --> 0:25:06.960
<v Speaker 1>called GE Capital um. GE had a finance arm for

0:25:07.040 --> 0:25:11.440
<v Speaker 1>decades and decades during the nineteenth century and excuse me,

0:25:11.520 --> 0:25:15.120
<v Speaker 1>during the twentieth century, and it was mainly used as

0:25:15.160 --> 0:25:19.600
<v Speaker 1>a way to help corporations and even individuals finance their

0:25:19.640 --> 0:25:23.119
<v Speaker 1>purchase of ge products and services. If you couldn't pay

0:25:23.280 --> 0:25:28.719
<v Speaker 1>for uh, you know, your refrigerator outright, it was basic

0:25:28.840 --> 0:25:31.760
<v Speaker 1>lending arm. They could they pay, charge a little interest

0:25:31.760 --> 0:25:34.720
<v Speaker 1>and you could pay it in installments. Welch saw the

0:25:34.760 --> 0:25:39.399
<v Speaker 1>potential of taking that arm and turning it into what

0:25:39.520 --> 0:25:43.159
<v Speaker 1>was essentially an unregulated bank and ran with it. And

0:25:43.240 --> 0:25:46.240
<v Speaker 1>he saw it from the get go. He's in one

0:25:46.280 --> 0:25:49.040
<v Speaker 1>of those memos I mentioned that he wrote to Red Jones.

0:25:49.359 --> 0:25:53.399
<v Speaker 1>He said there was no where at the company where

0:25:53.680 --> 0:25:56.720
<v Speaker 1>quantum change, I believe was the phrase he used, was

0:25:56.840 --> 0:26:00.399
<v Speaker 1>needed more than in finance, because he understood in this

0:26:00.640 --> 0:26:03.720
<v Speaker 1>kernel of a little business unit, there was the potential

0:26:04.000 --> 0:26:08.120
<v Speaker 1>to create what would ultimately be a six hundred billion

0:26:08.160 --> 0:26:12.919
<v Speaker 1>dollar pool of capital that stretched from everything from least

0:26:13.040 --> 0:26:19.639
<v Speaker 1>satellites to tie auto loans to commercial real estate debt. Okay,

0:26:20.040 --> 0:26:24.560
<v Speaker 1>so tell my audience how we ended up using the

0:26:24.640 --> 0:26:30.560
<v Speaker 1>capital to ensure that he met his quarterly targets. G

0:26:30.840 --> 0:26:35.320
<v Speaker 1>E by the time he was done, had an army

0:26:35.359 --> 0:26:40.400
<v Speaker 1>of financial analysts and experts who literally at the end

0:26:40.400 --> 0:26:44.480
<v Speaker 1>of every quarter. So you're after report earnings to Wall

0:26:44.520 --> 0:26:49.080
<v Speaker 1>Street on call it March one. By mid February. You've

0:26:49.119 --> 0:26:53.320
<v Speaker 1>got hundreds of not thousands, of people running the numbers

0:26:53.440 --> 0:26:56.679
<v Speaker 1>and saying, we told them we were gonna make I'm

0:26:56.680 --> 0:26:59.600
<v Speaker 1>gonna make it up here million dollars in profit for

0:26:59.640 --> 0:27:01.920
<v Speaker 1>the quarter. It looks like we're going to be coming

0:27:01.960 --> 0:27:05.879
<v Speaker 1>in closer to three eighteen million dollars. We need that

0:27:05.920 --> 0:27:10.840
<v Speaker 1>seven million dollars. Well, then, with such an enormous operation

0:27:10.960 --> 0:27:14.919
<v Speaker 1>like ge capital at your disposal, you've got any number

0:27:14.960 --> 0:27:18.600
<v Speaker 1>of ways to find that extra seven million dollars in profit.

0:27:18.960 --> 0:27:22.840
<v Speaker 1>You could do anything from sell of division or sell

0:27:22.880 --> 0:27:27.080
<v Speaker 1>a portfolio of credit card pones. You could perhaps even

0:27:27.880 --> 0:27:31.560
<v Speaker 1>lay people off and take a tax right off. You know,

0:27:31.640 --> 0:27:36.040
<v Speaker 1>there were absolutely infinite ways that g E found to

0:27:36.280 --> 0:27:41.280
<v Speaker 1>essentially use this enormous financial harm to UH, as you said,

0:27:41.320 --> 0:27:44.720
<v Speaker 1>massage the numbers quarter after quarter. And it was that

0:27:44.840 --> 0:27:48.040
<v Speaker 1>sort of creative accounting, if you will, that allowed g

0:27:48.280 --> 0:27:51.800
<v Speaker 1>E to hit meter beat for eighty quarters some odd

0:27:51.840 --> 0:27:56.560
<v Speaker 1>in a row. Okay, was there any way this could

0:27:56.560 --> 0:28:03.440
<v Speaker 1>have worked? Or was it always a time bone? There

0:28:03.480 --> 0:28:06.000
<v Speaker 1>was always going to be a reckoning at some level,

0:28:06.680 --> 0:28:09.840
<v Speaker 1>because it wasn't just about the degree to which ge

0:28:10.000 --> 0:28:14.040
<v Speaker 1>stock might have been overinflated. Because of the prominence of

0:28:14.080 --> 0:28:17.959
<v Speaker 1>G Capital. The other thing that was happening during the

0:28:18.000 --> 0:28:21.960
<v Speaker 1>eighties and nineties was that g was under investing in

0:28:22.040 --> 0:28:28.920
<v Speaker 1>research and development, They were fundamentally transforming their relationship with

0:28:29.400 --> 0:28:35.480
<v Speaker 1>their employees, they were buying and merging their way into

0:28:35.920 --> 0:28:41.120
<v Speaker 1>dozens of other industries, and so a reckoning was going

0:28:41.160 --> 0:28:44.320
<v Speaker 1>to take place without a doubt. The question that animates me,

0:28:44.560 --> 0:28:46.720
<v Speaker 1>and which you know it's it's a counter factual, so

0:28:46.760 --> 0:28:48.840
<v Speaker 1>we're not going to have a clear answer to is

0:28:48.880 --> 0:28:51.920
<v Speaker 1>what would have happened if somewhere along the way, be

0:28:52.080 --> 0:28:55.280
<v Speaker 1>it the nineties or the early two thous even after

0:28:55.360 --> 0:28:58.400
<v Speaker 1>Jack left and Jeff Emmott had a couple of chances

0:28:58.440 --> 0:29:01.040
<v Speaker 1>to reset the company, It would have happened if there

0:29:01.080 --> 0:29:04.960
<v Speaker 1>was a serious effort made to wind down GE Capital,

0:29:05.320 --> 0:29:09.560
<v Speaker 1>to double down on American manufacturing, to make kick ass

0:29:09.600 --> 0:29:13.040
<v Speaker 1>products and services, and do it in a way that

0:29:13.040 --> 0:29:17.560
<v Speaker 1>would have positioned g E to become the number one manufacturer,

0:29:17.600 --> 0:29:21.960
<v Speaker 1>the number one industrial company for the twenty one century.

0:29:23.000 --> 0:29:24.840
<v Speaker 1>They did it right. They had done it for the

0:29:24.880 --> 0:29:29.560
<v Speaker 1>twentieth century, and there's nothing to say that they couldn't

0:29:29.560 --> 0:29:33.560
<v Speaker 1>have done it for the twenty first century, except they

0:29:33.600 --> 0:29:36.480
<v Speaker 1>chose not to write. They chose to go and buy portfolios,

0:29:36.520 --> 0:29:38.920
<v Speaker 1>some pride mortgages. In two thousand five, they chose to

0:29:39.000 --> 0:29:41.680
<v Speaker 1>under invest in R and D. For the longest time,

0:29:42.000 --> 0:29:44.720
<v Speaker 1>the culture ossified and people and I talked about this

0:29:44.760 --> 0:29:46.960
<v Speaker 1>in the book. You know, people were afraid to take chances.

0:29:47.240 --> 0:29:51.479
<v Speaker 1>There was no willingness to spend and really invest in

0:29:51.600 --> 0:29:54.840
<v Speaker 1>sort of blue sky initiatives that might have positioned g

0:29:55.000 --> 0:29:58.480
<v Speaker 1>E to become a leader and say autonomous vehicles or

0:29:58.600 --> 0:30:01.080
<v Speaker 1>three D printing or any number of other things that

0:30:01.120 --> 0:30:03.400
<v Speaker 1>are gonna be a big part of the economy going forward,

0:30:03.720 --> 0:30:06.360
<v Speaker 1>and that they weren't in yet. But they had the resources,

0:30:06.400 --> 0:30:08.000
<v Speaker 1>and they had the smart They still have tons of

0:30:08.040 --> 0:30:10.720
<v Speaker 1>smart engineers at that company, but they weren't willing to

0:30:10.760 --> 0:30:16.600
<v Speaker 1>do it. Okay, GEE ultimately buys INNBC. Everybody is aware

0:30:16.600 --> 0:30:19.600
<v Speaker 1>of it because David Letterman is making jokes all the time.

0:30:20.320 --> 0:30:23.520
<v Speaker 1>Was this purely an ego play to get into media

0:30:23.600 --> 0:30:26.640
<v Speaker 1>and have that power and rub shoulders with the stars

0:30:27.360 --> 0:30:29.600
<v Speaker 1>or at one point was this scene as a good

0:30:29.640 --> 0:30:33.600
<v Speaker 1>business Well. G E acquired NBC through its acquisition of

0:30:33.720 --> 0:30:37.040
<v Speaker 1>r c A, which was another diversified conglomerate in the

0:30:37.080 --> 0:30:41.120
<v Speaker 1>nineteen eighties, and there's no doubt about it. Ge uh

0:30:41.600 --> 0:30:46.280
<v Speaker 1>debt and Jack, Well, it's definitely liked being a media mogul. Um.

0:30:46.360 --> 0:30:49.800
<v Speaker 1>He relished in his ability to sort of rub shoulders

0:30:49.800 --> 0:30:53.280
<v Speaker 1>with movie stars and even at times, you know, do

0:30:53.480 --> 0:30:58.840
<v Speaker 1>his small part to try and influence coverage of the press. Um.

0:30:58.880 --> 0:31:00.800
<v Speaker 1>But what to the ear of your question, was it

0:31:00.880 --> 0:31:04.840
<v Speaker 1>seen as a good business move? Sure? Right, if we

0:31:04.920 --> 0:31:10.040
<v Speaker 1>accept that Jack Welch's mandate was to make GE the

0:31:10.080 --> 0:31:14.240
<v Speaker 1>biggest company in the world, Um, the acquisition of r

0:31:14.320 --> 0:31:17.520
<v Speaker 1>C a fulfill help fulfill that mandate. You know, he

0:31:17.600 --> 0:31:19.440
<v Speaker 1>also wanted to be number one and number two in

0:31:19.440 --> 0:31:21.520
<v Speaker 1>every industry. And I believe the combination of the r

0:31:21.600 --> 0:31:26.800
<v Speaker 1>C A business with the g E t V set business, uh,

0:31:26.840 --> 0:31:29.240
<v Speaker 1>you know made the g E t V business sort

0:31:29.240 --> 0:31:31.200
<v Speaker 1>of number one or number two in the world. So

0:31:32.120 --> 0:31:36.800
<v Speaker 1>in those sort of rudimentary ways in which he evaluated

0:31:36.880 --> 0:31:40.680
<v Speaker 1>his strategy and focused on trying to figure out how

0:31:40.680 --> 0:31:44.040
<v Speaker 1>to make g E bigger and more profitable at the time, Yeah,

0:31:44.080 --> 0:31:46.200
<v Speaker 1>that was actually a relative I would say that was

0:31:46.240 --> 0:31:49.040
<v Speaker 1>one of the sounder moves. Yeah, it did take them

0:31:49.040 --> 0:31:51.440
<v Speaker 1>into the media business where they hadn't been, but there

0:31:51.480 --> 0:31:56.400
<v Speaker 1>were some underlying fundamental industrial plays as part of that big,

0:31:56.440 --> 0:31:59.760
<v Speaker 1>mega deal in I think it was that that certainly

0:31:59.800 --> 0:32:05.520
<v Speaker 1>made some sense. Okay. Parallel to this story is the

0:32:05.880 --> 0:32:09.760
<v Speaker 1>term or actually two terms of Ronald Reagani is president,

0:32:09.840 --> 0:32:13.280
<v Speaker 1>needless to say, took over from Jimmy Carter after the

0:32:13.360 --> 0:32:19.000
<v Speaker 1>Iran hostage crisis and incredible inflation. But that's when income

0:32:19.040 --> 0:32:23.800
<v Speaker 1>inequality started, That's when corporate taxes started to fall. To

0:32:24.040 --> 0:32:32.600
<v Speaker 1>what degree was Jack Welch ge helped by this Reaganism

0:32:32.720 --> 0:32:34.960
<v Speaker 1>or to what degree are they really separate? Jack would

0:32:35.000 --> 0:32:37.760
<v Speaker 1>have done this no matter what, gotten away with it. Oh,

0:32:37.800 --> 0:32:42.320
<v Speaker 1>I think they are deeply in mesh. These are symbiotic stories,

0:32:42.360 --> 0:32:45.600
<v Speaker 1>and I allude to Reaganism and Reagan several times throughout

0:32:45.600 --> 0:32:49.720
<v Speaker 1>the book because you're absolutely right that it was some

0:32:49.920 --> 0:32:56.000
<v Speaker 1>of the deregulation during the Reagan administration that enabled some

0:32:56.120 --> 0:33:01.840
<v Speaker 1>of gees or most outrageous shenanigans. For example, even that

0:33:02.240 --> 0:33:05.520
<v Speaker 1>um that was it. Even the r c A deal

0:33:05.960 --> 0:33:12.240
<v Speaker 1>I think was enabled by a rough boxing of antitrust

0:33:12.240 --> 0:33:15.560
<v Speaker 1>statutes by the Reagan administration. There was some weird cause

0:33:15.600 --> 0:33:19.000
<v Speaker 1>from earlier in the twenty century that expressly prohibited g

0:33:19.240 --> 0:33:22.840
<v Speaker 1>E and r c A from linking up, but that was,

0:33:23.040 --> 0:33:27.440
<v Speaker 1>you know, very communiently removed just before the deal. And

0:33:27.480 --> 0:33:30.280
<v Speaker 1>then you look at things like stock buy backs, which

0:33:30.360 --> 0:33:35.240
<v Speaker 1>GE and Welch became absolute pioneers in um. For decades,

0:33:35.760 --> 0:33:39.239
<v Speaker 1>stock buybacks had essentially been illegal because it's effectively a

0:33:39.240 --> 0:33:43.680
<v Speaker 1>company manipulated in its own stock price. Under Reagan and

0:33:43.880 --> 0:33:49.440
<v Speaker 1>his you know, absolute army of financial representatives who took

0:33:49.480 --> 0:33:55.320
<v Speaker 1>over major regulatory posts in the government, that statute was

0:33:55.640 --> 0:33:58.440
<v Speaker 1>essentially eliminated, and all of a sudden, it was okay

0:33:58.480 --> 0:34:01.640
<v Speaker 1>for companies to start buying back their own stock. And

0:34:02.280 --> 0:34:05.800
<v Speaker 1>you mentioned inequality and corporate taxes. We can talk about those,

0:34:05.840 --> 0:34:08.640
<v Speaker 1>but it's important to note that another one of those

0:34:09.600 --> 0:34:12.839
<v Speaker 1>trend lines that sort of starts right around the time

0:34:12.840 --> 0:34:16.200
<v Speaker 1>Watch takes over and has continued innobated to today is

0:34:16.320 --> 0:34:19.840
<v Speaker 1>the use of corporate profits for stock buybacks and dividends.

0:34:20.160 --> 0:34:24.279
<v Speaker 1>And and the money used to be going two employees,

0:34:24.360 --> 0:34:26.080
<v Speaker 1>the money used to be going to R and D

0:34:26.280 --> 0:34:29.480
<v Speaker 1>and CAPEX, the money is now going back to investors

0:34:29.520 --> 0:34:31.879
<v Speaker 1>in the form of buy backs. Well, there's a lot

0:34:31.880 --> 0:34:34.359
<v Speaker 1>of blowback about that. We can debate whether we're gonna

0:34:34.360 --> 0:34:38.160
<v Speaker 1>get any change, I'm not optimistic. But something you referenced

0:34:38.200 --> 0:34:45.239
<v Speaker 1>earlier was the purchase and sale of assets. Now you know,

0:34:45.320 --> 0:34:48.680
<v Speaker 1>this really becomes bad under Immelt in your book, but

0:34:48.960 --> 0:34:52.680
<v Speaker 1>it seemed like they were buying stuff just to make

0:34:52.719 --> 0:34:55.880
<v Speaker 1>the numbers look good without a doubt. I mean, that

0:34:56.040 --> 0:34:59.680
<v Speaker 1>was some of that, um you know, those sort of

0:34:59.760 --> 0:35:04.160
<v Speaker 1>lab sminute adjustments the GE capital would make every quarter.

0:35:04.400 --> 0:35:06.319
<v Speaker 1>And and I have quotes in the book from people

0:35:06.320 --> 0:35:08.440
<v Speaker 1>who worked at GE happening They're like, yeah, you know,

0:35:08.520 --> 0:35:10.759
<v Speaker 1>sometimes we needed a little more earnings by the end

0:35:10.800 --> 0:35:12.960
<v Speaker 1>of the year, and so we would go buy a

0:35:13.040 --> 0:35:16.000
<v Speaker 1>company that had some earnings and then they were our earnings, right,

0:35:17.040 --> 0:35:23.000
<v Speaker 1>And so that was a part of this absolute infatuation

0:35:23.080 --> 0:35:26.200
<v Speaker 1>with deal making that well Chad In in his twenty

0:35:26.280 --> 0:35:32.600
<v Speaker 1>years as CEO, he conducted something like one thousand mergers

0:35:32.640 --> 0:35:38.880
<v Speaker 1>and acquisitions. It was this unbelievably torrid pace of deal making,

0:35:39.440 --> 0:35:42.840
<v Speaker 1>which here's another one began during the whild chair and

0:35:42.880 --> 0:35:46.520
<v Speaker 1>has really never abated, and it's led to the consolidation

0:35:46.960 --> 0:35:51.359
<v Speaker 1>of American industries. It's less to more market concentration, and

0:35:51.440 --> 0:35:53.759
<v Speaker 1>plenty of academics who have done the work more so

0:35:53.840 --> 0:35:57.319
<v Speaker 1>than I have have pointed out that that market concentration,

0:35:57.440 --> 0:36:03.439
<v Speaker 1>that consolidation has led to an enormous amount of pain

0:36:03.560 --> 0:36:07.600
<v Speaker 1>for consumers in the form of higher prices and reduced

0:36:07.600 --> 0:36:13.399
<v Speaker 1>competition and ultimately reduced innovation for our country. Okay, let's

0:36:13.400 --> 0:36:17.359
<v Speaker 1>talk about a little closer with our feet on the ground. There.

0:36:17.520 --> 0:36:22.480
<v Speaker 1>He's worth. He owns his companies, and he's constantly laying

0:36:22.560 --> 0:36:29.000
<v Speaker 1>people off and closing companies. And there's a social cost

0:36:29.080 --> 0:36:33.480
<v Speaker 1>with people. Also, if they need people, they hire contractors.

0:36:34.080 --> 0:36:37.080
<v Speaker 1>Is this something that he pioneers or is he the

0:36:37.080 --> 0:36:40.000
<v Speaker 1>first one who blows it up? It's just this evidence

0:36:40.000 --> 0:36:42.320
<v Speaker 1>of what everybody was doing. No, he was one of

0:36:42.360 --> 0:36:45.120
<v Speaker 1>the first, and and time and again. And this is, Bob,

0:36:45.200 --> 0:36:47.080
<v Speaker 1>one of the things that struck me and gave me

0:36:47.160 --> 0:36:50.920
<v Speaker 1>the conviction to really keep going when I started looking

0:36:50.960 --> 0:36:53.960
<v Speaker 1>into this. He was the first time and dime and

0:36:54.040 --> 0:36:57.920
<v Speaker 1>dime again. He was the guy that essentially was the

0:36:57.960 --> 0:37:03.640
<v Speaker 1>progenitor of so many of these absolutely deletarious trends that

0:37:03.680 --> 0:37:06.960
<v Speaker 1>now seem like as fundamental to us as the weather

0:37:07.120 --> 0:37:09.200
<v Speaker 1>and the rising and setting of the sun, but are

0:37:09.239 --> 0:37:12.680
<v Speaker 1>actually just choices that rich executives made in the nineteen

0:37:12.719 --> 0:37:15.200
<v Speaker 1>eighties that we're all still living with. So when it

0:37:15.239 --> 0:37:19.279
<v Speaker 1>comes to outsourcing and offshore in ye, had there been

0:37:19.280 --> 0:37:22.080
<v Speaker 1>a little outsourcing and offshoreing in the years before that,

0:37:22.400 --> 0:37:26.000
<v Speaker 1>sure was well the first one to get on top

0:37:26.040 --> 0:37:29.799
<v Speaker 1>of a mountain and screen that this was the way

0:37:29.840 --> 0:37:32.600
<v Speaker 1>to do business. And was he the first to take

0:37:32.640 --> 0:37:38.839
<v Speaker 1>a major American employer and absolutely reshape it and make

0:37:38.880 --> 0:37:43.640
<v Speaker 1>it dependent not on what was essentially lifetime employees who

0:37:43.640 --> 0:37:46.439
<v Speaker 1>grew up inside that company and could expect to retire them,

0:37:46.840 --> 0:37:51.440
<v Speaker 1>but bring in this new, more transactional relationship with its

0:37:51.440 --> 0:37:55.839
<v Speaker 1>employees and state publicly that if he could, he would

0:37:55.880 --> 0:37:58.720
<v Speaker 1>put every factory on a barge so it would float

0:37:58.760 --> 0:38:03.560
<v Speaker 1>around the world and inner national waters, changing favorable exchange

0:38:03.640 --> 0:38:08.319
<v Speaker 1>rates and good anti you know, regulatory policies, and that

0:38:08.400 --> 0:38:14.080
<v Speaker 1>if he could, he wanted to make every job that

0:38:14.120 --> 0:38:18.120
<v Speaker 1>he could get to be done outside ge done outside ge.

0:38:19.040 --> 0:38:22.040
<v Speaker 1>If you could hire people at printing presses to print

0:38:22.440 --> 0:38:25.920
<v Speaker 1>his stuff printed, if you can fire food service workers

0:38:25.920 --> 0:38:28.480
<v Speaker 1>to work in his cafeteria, do it. And that's why

0:38:28.520 --> 0:38:30.720
<v Speaker 1>even today is an employee of the New York Times Company.

0:38:30.719 --> 0:38:32.520
<v Speaker 1>When I walk into the New York Times building, the

0:38:32.520 --> 0:38:34.640
<v Speaker 1>first person I see every morning does not work for

0:38:34.680 --> 0:38:37.799
<v Speaker 1>The New York Times. They are security guards who are

0:38:37.880 --> 0:38:41.200
<v Speaker 1>hired by a contractor, and I can only hope that

0:38:41.280 --> 0:38:45.879
<v Speaker 1>they enjoy fair wages and good benefits. But I don't

0:38:45.880 --> 0:38:49.160
<v Speaker 1>think it's a stretch to believe that it's not what

0:38:49.880 --> 0:38:53.160
<v Speaker 1>The New York Times offers his journalists and other people

0:38:53.360 --> 0:39:03.240
<v Speaker 1>on the payroll. Okay. The other thing Jack is famous

0:39:03.280 --> 0:39:06.359
<v Speaker 1>for is the ten percent firing, the ten percent at

0:39:06.360 --> 0:39:11.479
<v Speaker 1>the bottom. This was lauded unbelievably. Okay, and you wrote

0:39:11.480 --> 0:39:14.879
<v Speaker 1>a book about mindfulness, not that I'm exactly sure what

0:39:14.960 --> 0:39:20.200
<v Speaker 1>that means. But was this good for business? Was there

0:39:20.239 --> 0:39:25.279
<v Speaker 1>an ultimate cost in dissatisfaction and competition amongst the employees?

0:39:25.920 --> 0:39:30.360
<v Speaker 1>And how does mindfulness fit into the whole corporate structure?

0:39:30.880 --> 0:39:34.279
<v Speaker 1>M hm, Well, you're referring to stack ranking, which is

0:39:35.480 --> 0:39:41.200
<v Speaker 1>the process that Welch innovated pioneered of telling managers to

0:39:41.239 --> 0:39:45.520
<v Speaker 1>sort their employees into the top A, B and C players.

0:39:46.040 --> 0:39:49.200
<v Speaker 1>A players of your workforce, they're the best. The B

0:39:49.400 --> 0:39:53.640
<v Speaker 1>players are the mediocre, middle those you know in the middle,

0:39:54.160 --> 0:39:57.000
<v Speaker 1>and the bottom is the ten percent the C players.

0:39:57.360 --> 0:40:00.319
<v Speaker 1>And what said your ten players? Your ten percent those

0:40:00.320 --> 0:40:04.200
<v Speaker 1>c players every year they gotta go um. That was

0:40:04.280 --> 0:40:08.839
<v Speaker 1>one of these sort of cold hearted management techniques that

0:40:09.680 --> 0:40:14.240
<v Speaker 1>Welch pioneered and became popular at GE. But because GE

0:40:14.239 --> 0:40:18.399
<v Speaker 1>was so influential, everyone else started to do it, and

0:40:18.800 --> 0:40:22.640
<v Speaker 1>it really caught hold in corporate America and it continues

0:40:22.719 --> 0:40:26.120
<v Speaker 1>to this day. It was popular under Steve Balmer at

0:40:26.160 --> 0:40:29.600
<v Speaker 1>Microsoft for the longest time, and companies like we Work

0:40:29.680 --> 0:40:34.000
<v Speaker 1>and Uber have been using stack ranking even recently. So

0:40:34.400 --> 0:40:38.480
<v Speaker 1>yet again, here we have this sort of signature, weird,

0:40:39.440 --> 0:40:43.040
<v Speaker 1>sort of ruthless innovation by Welch about firing temper cent

0:40:43.120 --> 0:40:46.759
<v Speaker 1>of his workforce every year, something he started doing in

0:40:46.800 --> 0:40:51.320
<v Speaker 1>the nineteen eighties, still around with us forty years later.

0:40:51.719 --> 0:40:53.759
<v Speaker 1>This is the guy that broke capitalism. That's why I

0:40:53.760 --> 0:40:59.120
<v Speaker 1>called it that. Okay, just throw in the mindful news part.

0:40:59.239 --> 0:41:02.600
<v Speaker 1>How should people be operating? Because another point you make

0:41:02.600 --> 0:41:05.120
<v Speaker 1>in the book is this, you know, UH, as a

0:41:05.160 --> 0:41:10.840
<v Speaker 1>result of the stack ranking, it reduces UH cooperative working.

0:41:10.880 --> 0:41:13.279
<v Speaker 1>They're all sorts of costs that people don't see right

0:41:13.320 --> 0:41:17.600
<v Speaker 1>on the surface. So how should these companies be run? Listen,

0:41:17.640 --> 0:41:23.120
<v Speaker 1>I I'm not a management expert and I've never been

0:41:23.160 --> 0:41:25.799
<v Speaker 1>a CEO. And I'm the first to admit that. So

0:41:26.560 --> 0:41:29.080
<v Speaker 1>I can't tell a company exactly how to run. What

0:41:29.200 --> 0:41:32.719
<v Speaker 1>I can say is that when I look at CEOs

0:41:33.080 --> 0:41:38.799
<v Speaker 1>who are able to steward their companies in the long

0:41:38.920 --> 0:41:43.319
<v Speaker 1>term and create real value not only for their top investors,

0:41:43.880 --> 0:41:46.120
<v Speaker 1>the hedge funds that might own twelve of the stock

0:41:46.200 --> 0:41:49.920
<v Speaker 1>or whatever, but for all the different constituents that they serve,

0:41:50.040 --> 0:41:53.839
<v Speaker 1>from their employees, to their communities, to the you know,

0:41:54.200 --> 0:41:59.040
<v Speaker 1>people down their supply chain, and yes, of course their investors. Uh.

0:41:59.600 --> 0:42:03.560
<v Speaker 1>I see CEOs that operate in a fundamentally different way.

0:42:03.600 --> 0:42:07.480
<v Speaker 1>They are not mercenaries looking to cut costs wherever they can.

0:42:08.080 --> 0:42:11.520
<v Speaker 1>They are not you know, sort of these cold eyed

0:42:12.120 --> 0:42:16.560
<v Speaker 1>um you know being counters who simply focus on the

0:42:16.640 --> 0:42:20.839
<v Speaker 1>numbers to the exclusion of all other considerations. They are

0:42:20.960 --> 0:42:23.719
<v Speaker 1>men and women who take a much more holistic view

0:42:24.160 --> 0:42:28.840
<v Speaker 1>of their responsibilities as business leaders and bring to mind

0:42:29.280 --> 0:42:35.240
<v Speaker 1>the nuances of all of that complex set of responsibilities

0:42:35.280 --> 0:42:39.000
<v Speaker 1>that they have when making decisions about hiring and firing,

0:42:39.360 --> 0:42:44.160
<v Speaker 1>about investment, about strategy, and what companies they what kind

0:42:44.160 --> 0:42:46.319
<v Speaker 1>of companies they want to run, and what company is

0:42:46.760 --> 0:42:51.239
<v Speaker 1>they want to buy and sell. So I can't sit

0:42:51.320 --> 0:42:53.480
<v Speaker 1>here and give you a short answer to how to

0:42:53.560 --> 0:42:56.600
<v Speaker 1>run a company. What I can say is, in the

0:42:56.680 --> 0:43:01.400
<v Speaker 1>long run, the Jack Walsh playbook usually leads to ruin. Okay,

0:43:01.480 --> 0:43:04.440
<v Speaker 1>just because I'm interested. You know, they would have these

0:43:04.480 --> 0:43:09.040
<v Speaker 1>retreats at their campus, not the Fairfield campus, but a

0:43:09.080 --> 0:43:13.239
<v Speaker 1>separate campus, and other companies have replicated this is this

0:43:13.440 --> 0:43:17.239
<v Speaker 1>just basically an old boys network? What really goes on there?

0:43:17.400 --> 0:43:20.480
<v Speaker 1>Is there any benefit? I think a lot of people

0:43:20.480 --> 0:43:23.760
<v Speaker 1>who went there would say there's lots of benefit. Um,

0:43:24.120 --> 0:43:28.800
<v Speaker 1>this was you're referring to a place colloquially known as Crotonville,

0:43:29.280 --> 0:43:32.239
<v Speaker 1>which was the g E Management Development Center. I think

0:43:32.280 --> 0:43:35.160
<v Speaker 1>I got that right in Croton on Hudson, a small

0:43:35.239 --> 0:43:38.759
<v Speaker 1>village just north of New York City, and it was

0:43:38.880 --> 0:43:42.000
<v Speaker 1>one of the first of its kind sort of offsite

0:43:42.080 --> 0:43:46.520
<v Speaker 1>retreat centers executive learning centers. Uh. And as you said,

0:43:46.560 --> 0:43:50.840
<v Speaker 1>it was replicated by many other big American companies, including me.

0:43:50.960 --> 0:43:54.279
<v Speaker 1>I'm going to forget them all, but had Hotchi, IBM, Bowie, etcetera.

0:43:54.880 --> 0:43:57.480
<v Speaker 1>All sort of saw what che did and made it

0:43:57.880 --> 0:44:00.840
<v Speaker 1>and over the years it served many different purposes. Welch

0:44:00.880 --> 0:44:03.200
<v Speaker 1>wasn't the one who who pioneered it. He sort of

0:44:03.360 --> 0:44:05.399
<v Speaker 1>revived it and brought it back when he took over,

0:44:06.080 --> 0:44:09.719
<v Speaker 1>but it was it was extant for much of the

0:44:09.719 --> 0:44:13.719
<v Speaker 1>twentieth century and served as a place where GE leaders

0:44:13.800 --> 0:44:16.400
<v Speaker 1>would go and essentially go to in house business school.

0:44:17.239 --> 0:44:19.520
<v Speaker 1>This is where they could go brush up on strategy

0:44:20.160 --> 0:44:23.799
<v Speaker 1>learned from their colleagues, take classes on this, that or

0:44:23.840 --> 0:44:28.239
<v Speaker 1>the other. You know, how to dodge taxes? Um. I

0:44:28.280 --> 0:44:31.799
<v Speaker 1>don't know exactly what the curriculum was under Welch, but

0:44:31.840 --> 0:44:35.440
<v Speaker 1>it was clear that this was an effort by him

0:44:35.680 --> 0:44:41.000
<v Speaker 1>and his executive team to create a system where they

0:44:41.040 --> 0:44:45.680
<v Speaker 1>could drive their values, drive their vision, drive their tactics

0:44:46.080 --> 0:44:49.440
<v Speaker 1>deep down into the organization. And by all accounts, it

0:44:49.520 --> 0:44:54.200
<v Speaker 1>was very successful. Um so was it old boys club? Yeah?

0:44:54.239 --> 0:44:56.239
<v Speaker 1>I'm sure there were elements of that. You put enough

0:44:56.840 --> 0:45:01.200
<v Speaker 1>well paid executives at an off site and inevitably there's

0:45:01.200 --> 0:45:04.120
<v Speaker 1>gonna be some uh, some antics, and I document some

0:45:04.200 --> 0:45:07.640
<v Speaker 1>of those in the book. But but I think the

0:45:07.680 --> 0:45:11.160
<v Speaker 1>more interesting thing to me is the degree to which

0:45:11.560 --> 0:45:18.480
<v Speaker 1>they really formalized the um. The teaching formalized the training

0:45:19.000 --> 0:45:22.880
<v Speaker 1>of the Jackbosh worldview for so many thousands of g

0:45:23.000 --> 0:45:26.680
<v Speaker 1>E employees who worked there. Okay, let's talk about the

0:45:26.719 --> 0:45:31.960
<v Speaker 1>big one from the street level executive compensation. I did

0:45:32.040 --> 0:45:34.560
<v Speaker 1>not grow up in a poor environment, but you were

0:45:34.760 --> 0:45:39.200
<v Speaker 1>rich if you drove a Cadillac. Okay, maybe I grew

0:45:39.280 --> 0:45:42.480
<v Speaker 1>up next to Westport, Connecticut. I think I saw Ferrari

0:45:42.640 --> 0:45:45.400
<v Speaker 1>once in my whole life until I moved to Los Angeles.

0:45:46.520 --> 0:45:50.160
<v Speaker 1>So you have these incredible paid packages which go on

0:45:50.239 --> 0:45:53.640
<v Speaker 1>to today. Now, one of the things these companies or

0:45:53.680 --> 0:45:57.080
<v Speaker 1>these boards say, if we don't pay this amount of money,

0:45:57.160 --> 0:46:02.840
<v Speaker 1>somebody else will to what the we? Is Jack responsible

0:46:02.880 --> 0:46:08.160
<v Speaker 1>for this incredible run up in executive compensation? Yeah, here's

0:46:08.200 --> 0:46:10.160
<v Speaker 1>another one where I think I'll put a little of

0:46:10.160 --> 0:46:13.440
<v Speaker 1>the blame in his feet, but certainly not all of it. UM,

0:46:13.640 --> 0:46:15.720
<v Speaker 1>no doubt about it. He was one of the first

0:46:16.120 --> 0:46:18.919
<v Speaker 1>CEOs in the nineteen eighties and nineteen nineties to start

0:46:18.960 --> 0:46:22.640
<v Speaker 1>getting these gargantuan pay packages. And it's important to remember

0:46:22.680 --> 0:46:25.360
<v Speaker 1>that he was not an inventor, he was not a founder.

0:46:25.640 --> 0:46:28.920
<v Speaker 1>He is a people manager. Um. He was. He was

0:46:28.960 --> 0:46:32.640
<v Speaker 1>paid to run this company, uh, and he was rewarded

0:46:32.680 --> 0:46:35.160
<v Speaker 1>as if he were a king for it. He made

0:46:35.800 --> 0:46:38.160
<v Speaker 1>first tens of millions of dollars and hundreds of millions

0:46:38.160 --> 0:46:40.560
<v Speaker 1>of dollars. By the end of his career, his net

0:46:40.560 --> 0:46:43.120
<v Speaker 1>worth was approaching a billion dollars. He was on the

0:46:43.239 --> 0:46:47.279
<v Speaker 1>Ford four hundred list of the richest Americans arrive at

0:46:47.280 --> 0:46:52.319
<v Speaker 1>the time. Uh, and so was he emblematic of it? Absolutely?

0:46:52.480 --> 0:46:55.000
<v Speaker 1>Was his board complicit? And do they deserve a ton

0:46:55.040 --> 0:46:59.719
<v Speaker 1>of the blame? Absolutely? Was it probably gonna happen in

0:46:59.800 --> 0:47:02.879
<v Speaker 1>any case? I think, so this is this is one

0:47:03.040 --> 0:47:08.959
<v Speaker 1>where the there were enough other people who saw the opportunity.

0:47:09.040 --> 0:47:12.840
<v Speaker 1>My sense is that, um, it's hard for me to

0:47:12.880 --> 0:47:18.200
<v Speaker 1>see sort of a an alternate history where we don't

0:47:18.280 --> 0:47:23.160
<v Speaker 1>have executive compensation that's just wildly out of control in

0:47:23.200 --> 0:47:25.920
<v Speaker 1>the way that it is today. Um, because you know,

0:47:25.920 --> 0:47:27.839
<v Speaker 1>that's and it's like the American story to me, this

0:47:27.880 --> 0:47:30.399
<v Speaker 1>is where just the nature of who we are as

0:47:30.400 --> 0:47:34.120
<v Speaker 1>a country and our you know, the absence of guardrails

0:47:34.320 --> 0:47:37.000
<v Speaker 1>on on the economy and on capitalism that we seem

0:47:37.120 --> 0:47:39.920
<v Speaker 1>to love so much, it takes us to these truly

0:47:40.040 --> 0:47:44.719
<v Speaker 1>unhealthy extremes and and basically people say, you know, we're

0:47:44.719 --> 0:47:47.080
<v Speaker 1>not going to do anything about it, and and so

0:47:47.160 --> 0:47:50.160
<v Speaker 1>what Yeah, So that that's sort of how I think

0:47:50.200 --> 0:47:55.600
<v Speaker 1>about Welch in the executive compensation. Was he a main driver? Yes?

0:47:55.760 --> 0:47:58.879
<v Speaker 1>Was he solely responsible? I want to be careful there.

0:47:59.760 --> 0:48:03.200
<v Speaker 1>Oh okay. One big element of the book is how

0:48:03.320 --> 0:48:08.040
<v Speaker 1>his disciples go on to blow up these companies across America.

0:48:08.239 --> 0:48:12.280
<v Speaker 1>So he's so successful, other boards want some of this magic.

0:48:13.360 --> 0:48:19.920
<v Speaker 1>These employees that are now CEOs replicate the paradigm, and

0:48:20.000 --> 0:48:24.520
<v Speaker 1>the companies do incredibly poorly. Tell us about that. Even

0:48:24.600 --> 0:48:32.600
<v Speaker 1>before Jack was born, GE was seen as the training

0:48:32.600 --> 0:48:36.920
<v Speaker 1>ground for other executives around corporate America. It had this

0:48:37.120 --> 0:48:41.600
<v Speaker 1>long and distinguished history throughout the twentieth century of being

0:48:41.680 --> 0:48:47.640
<v Speaker 1>the place where other CEOs were taught how to do

0:48:47.760 --> 0:48:50.319
<v Speaker 1>their business, which is to say that when another company

0:48:50.640 --> 0:48:54.440
<v Speaker 1>wanted to hire their next CEO, they looked to GE.

0:48:55.280 --> 0:48:58.799
<v Speaker 1>The thinking was that g E executives were just head

0:48:58.840 --> 0:49:02.439
<v Speaker 1>and shoulders above the rest of the competition. And for

0:49:02.480 --> 0:49:06.799
<v Speaker 1>that reason, people already before Jack wanted to hire from

0:49:06.880 --> 0:49:11.279
<v Speaker 1>g when they needed a new boss. Under Welch, that

0:49:11.400 --> 0:49:15.960
<v Speaker 1>was taken to a wild extreme. And that is because

0:49:15.960 --> 0:49:19.919
<v Speaker 1>in part Jack Welch was so successful during his run

0:49:20.080 --> 0:49:24.880
<v Speaker 1>in generating stock value, and so when other CEOs and

0:49:24.960 --> 0:49:28.960
<v Speaker 1>boards said we need a new CEO. They thought that

0:49:29.040 --> 0:49:32.160
<v Speaker 1>people who worked for Welch might have the Midas touch,

0:49:33.239 --> 0:49:35.239
<v Speaker 1>that if they were able to be a part of

0:49:35.239 --> 0:49:40.200
<v Speaker 1>Welch's machine making so much money for GE shareholders, maybe

0:49:40.239 --> 0:49:43.760
<v Speaker 1>they could do it at all these other companies. And

0:49:44.000 --> 0:49:47.600
<v Speaker 1>as a result, I don't I don't have a specific count,

0:49:47.640 --> 0:49:50.440
<v Speaker 1>and I don't know that anyone does, because there were, frankly,

0:49:50.520 --> 0:49:54.320
<v Speaker 1>so many over so many years. But there are dozens

0:49:54.320 --> 0:49:58.520
<v Speaker 1>and dozens and dozens, probably more than sixty individuals who

0:49:58.600 --> 0:50:01.319
<v Speaker 1>worked directly for Welch and then went on to run

0:50:01.440 --> 0:50:04.600
<v Speaker 1>other US public companies. And while I don't have a

0:50:04.719 --> 0:50:08.759
<v Speaker 1>completely exhaustive list because I don't know again that one

0:50:08.840 --> 0:50:12.080
<v Speaker 1>is available, what I can say with certainty is that

0:50:12.600 --> 0:50:18.320
<v Speaker 1>almost in every case, the same story repeated itself, ad infinitum.

0:50:18.400 --> 0:50:21.560
<v Speaker 1>The CEO was hired by a new company from a

0:50:21.560 --> 0:50:26.280
<v Speaker 1>position at g E. They were giving a multimillion dollar

0:50:26.640 --> 0:50:30.400
<v Speaker 1>pay package that ensured them a gilded retirement no matter

0:50:30.440 --> 0:50:35.319
<v Speaker 1>what happened to that company. They put to work the

0:50:35.440 --> 0:50:42.560
<v Speaker 1>Jackwelt style of management, downsizing deal making, often diving into

0:50:42.560 --> 0:50:47.120
<v Speaker 1>finance in many cases, and then within months, sometimes it

0:50:47.160 --> 0:50:49.959
<v Speaker 1>was sometimes it was quarters, maybe it was a year

0:50:50.400 --> 0:50:54.600
<v Speaker 1>or two in a few cases, but relatively quickly. All

0:50:54.719 --> 0:50:57.000
<v Speaker 1>these bad decisions would catch up with them and with

0:50:57.040 --> 0:51:02.080
<v Speaker 1>the company, and the CEOs almost always left the company's

0:51:02.120 --> 0:51:06.479
<v Speaker 1>worse off than they inherited them. The CEOs did get

0:51:06.480 --> 0:51:09.880
<v Speaker 1>their pay package, but many were forced to resign or

0:51:09.960 --> 0:51:13.719
<v Speaker 1>step down early, and then the companies had to reset

0:51:14.000 --> 0:51:17.879
<v Speaker 1>because it was proven that well, yeah, Jack was able

0:51:17.920 --> 0:51:20.840
<v Speaker 1>to do it for twenty years at g E. The

0:51:20.920 --> 0:51:25.040
<v Speaker 1>strategy just simply does not work, not only in the

0:51:25.120 --> 0:51:28.800
<v Speaker 1>long term, but but oftentimes in the short term too. Okay,

0:51:28.880 --> 0:51:33.000
<v Speaker 1>let's talk specifically about Boeing. So Boeing is a legendary

0:51:33.040 --> 0:51:38.000
<v Speaker 1>American company. They hire a new g disciple, which I

0:51:38.080 --> 0:51:41.080
<v Speaker 1>was not aware of the time, and move the headquarters

0:51:41.120 --> 0:51:44.280
<v Speaker 1>to Chicago. That's like the Dodgers having their front office

0:51:44.320 --> 0:51:48.960
<v Speaker 1>in New York. It just makes no sense. So walk

0:51:49.040 --> 0:51:52.800
<v Speaker 1>us through what happened there, how that guy got the job,

0:51:52.880 --> 0:51:58.120
<v Speaker 1>and why the board was so complicit. Yeah, besides Ge itself,

0:51:58.160 --> 0:52:02.240
<v Speaker 1>there's no company that was more directly shaped by Welch

0:52:02.280 --> 0:52:07.200
<v Speaker 1>than Bowing. It began in n when Bowing merged with

0:52:07.280 --> 0:52:12.319
<v Speaker 1>McDonald Douglas, another fading American aircraft manufacturer and As part

0:52:12.320 --> 0:52:15.320
<v Speaker 1>of that deal, they got this guy named Harry stone

0:52:15.320 --> 0:52:20.319
<v Speaker 1>Cipher who had worked with Jack under uh at Ge

0:52:20.400 --> 0:52:24.160
<v Speaker 1>and then was running McDonald douglas and then joins Bowing

0:52:24.360 --> 0:52:27.640
<v Speaker 1>as part of the merger as a president, not CEO

0:52:27.719 --> 0:52:30.600
<v Speaker 1>at the time, but as president. But because he had

0:52:30.640 --> 0:52:33.480
<v Speaker 1>so much stock in McDonald douglas, all of a sudden

0:52:33.920 --> 0:52:37.719
<v Speaker 1>he's the biggest stock owner at the company. And this

0:52:37.800 --> 0:52:41.000
<v Speaker 1>guy who's just the president of the company was the

0:52:41.120 --> 0:52:45.920
<v Speaker 1>CEO of a subsidiary now that was merged into Bowing.

0:52:46.520 --> 0:52:48.560
<v Speaker 1>He has the most stock, and all of a sudden

0:52:48.640 --> 0:52:52.479
<v Speaker 1>he starts throwing his weight around inside Bowing, and over

0:52:52.480 --> 0:52:55.880
<v Speaker 1>the next several years he becomes CEO and makes, as

0:52:55.920 --> 0:52:59.880
<v Speaker 1>you said, this fateful decision to move Bowing headquarters from Seattle,

0:53:00.320 --> 0:53:04.520
<v Speaker 1>birthplace of commercial aviation in the country, to Chicago. And

0:53:04.560 --> 0:53:08.000
<v Speaker 1>why do they do it? For tax breaks? You know,

0:53:08.040 --> 0:53:10.040
<v Speaker 1>as you said, I love them, I love the Dodgers

0:53:10.040 --> 0:53:13.799
<v Speaker 1>metaphor uh and and it was it had nothing to

0:53:13.880 --> 0:53:17.200
<v Speaker 1>do with running a good business and everything to do

0:53:17.320 --> 0:53:20.440
<v Speaker 1>with making a profit. And in fact, Stonesife for himself

0:53:20.520 --> 0:53:22.640
<v Speaker 1>said this in two thousand four, he gave an interview

0:53:22.680 --> 0:53:25.800
<v Speaker 1>where he said, and some people say I'm not running

0:53:25.840 --> 0:53:28.920
<v Speaker 1>Bowing like an engineering company, and that's right. I'm trying

0:53:28.920 --> 0:53:31.640
<v Speaker 1>to run up like a business people expect to make money.

0:53:32.080 --> 0:53:35.200
<v Speaker 1>It's not an engineering firm. Something to that effect. And

0:53:35.239 --> 0:53:40.440
<v Speaker 1>it was this admission that the Bowing that everyone knew

0:53:40.640 --> 0:53:43.839
<v Speaker 1>and respected, which is a company that was defined by

0:53:43.920 --> 0:53:49.120
<v Speaker 1>quality aeronautical engineering, was not long for this world. But

0:53:49.360 --> 0:53:51.960
<v Speaker 1>he was just the first. Harry Stonesifer was the first

0:53:52.200 --> 0:53:55.799
<v Speaker 1>of three CEOs who worked directly for Welch who have

0:53:55.960 --> 0:53:58.439
<v Speaker 1>run Bowing over the last twenty years, and I've really

0:53:58.520 --> 0:54:02.560
<v Speaker 1>overseen its declined as a great American company. After stone

0:54:02.600 --> 0:54:05.160
<v Speaker 1>Cipher was fired in two thousand five for having an

0:54:05.160 --> 0:54:08.279
<v Speaker 1>affair with the subordinate. The guy that they tapped to

0:54:08.280 --> 0:54:11.520
<v Speaker 1>replace him as Jim McNerney, another Welsh disciple who was

0:54:11.560 --> 0:54:13.840
<v Speaker 1>actually one of the runner ups after Jeff mmel to

0:54:13.880 --> 0:54:18.719
<v Speaker 1>take over Welch's job. Jim McNerney takes over Bowing after

0:54:18.760 --> 0:54:21.680
<v Speaker 1>running three M for a few years and keeps on

0:54:21.760 --> 0:54:25.200
<v Speaker 1>with this sort of implementation of the Jack Welch playbook.

0:54:25.520 --> 0:54:29.160
<v Speaker 1>He looks at what they do uh and how they're

0:54:29.160 --> 0:54:32.120
<v Speaker 1>going to build their next plane, the seven, and he

0:54:32.320 --> 0:54:36.319
<v Speaker 1>makes two absolutely pivotal decisions. He says, we don't want

0:54:36.320 --> 0:54:38.840
<v Speaker 1>to build it in Seattle because there's too much union

0:54:38.920 --> 0:54:41.840
<v Speaker 1>labor there. So they open up a new manufacturing facility

0:54:41.880 --> 0:54:45.200
<v Speaker 1>in Charleston, where there's not as much unionized labor and

0:54:45.239 --> 0:54:48.239
<v Speaker 1>where there's no history of aviation manufacturing. And so, guess what,

0:54:48.320 --> 0:54:51.240
<v Speaker 1>there's all these problems on those planes, something I documented

0:54:51.280 --> 0:54:53.120
<v Speaker 1>on the front page of the paper. And the other

0:54:53.120 --> 0:54:55.680
<v Speaker 1>thing he does is start to embrace outsourcing. Is Jack

0:54:55.719 --> 0:55:01.399
<v Speaker 1>Welch love outsourcing? And so where is Boeing historically manufactured

0:55:01.600 --> 0:55:04.640
<v Speaker 1>something like two thirds of the parts on any given

0:55:04.719 --> 0:55:08.400
<v Speaker 1>airplane and outsource the other third. The ratio has flipped

0:55:08.440 --> 0:55:11.319
<v Speaker 1>under McNerney, and all of a sudden, they're outsourcing two

0:55:11.400 --> 0:55:14.000
<v Speaker 1>thirds of the parts on their own plane and only

0:55:14.080 --> 0:55:16.800
<v Speaker 1>building a third of it themselves. And they lose control

0:55:16.840 --> 0:55:20.719
<v Speaker 1>of quality, that lose control of timing. And then McNerney

0:55:20.760 --> 0:55:23.320
<v Speaker 1>makes the what I think is the most fateful decision

0:55:23.560 --> 0:55:25.759
<v Speaker 1>in two thousand and eleven, he's about to lose a

0:55:25.800 --> 0:55:29.560
<v Speaker 1>big order of seven thirty seven's to America to air Bus,

0:55:29.560 --> 0:55:34.080
<v Speaker 1>his chief rival, two American airlines, and he tells American Airlines,

0:55:34.160 --> 0:55:35.840
<v Speaker 1>you know what, give us another week. We got a

0:55:35.840 --> 0:55:39.120
<v Speaker 1>decision to make. They decide to redesign the seven thirty

0:55:39.160 --> 0:55:43.080
<v Speaker 1>seven one more time, rather than create a new airplane

0:55:43.080 --> 0:55:45.240
<v Speaker 1>which would have taken them longer, which would have made

0:55:46.200 --> 0:55:47.880
<v Speaker 1>would have which would have meant that they would have

0:55:47.920 --> 0:55:51.879
<v Speaker 1>lost out this critical order to air Bus. And he says,

0:55:52.880 --> 0:55:55.319
<v Speaker 1>we will redesign the seven thirty seven one more time,

0:55:55.480 --> 0:55:58.040
<v Speaker 1>and that point becomes the seven thirty seven packs, which

0:55:58.080 --> 0:56:02.120
<v Speaker 1>of course crashed twice in five months, killing three sex people,

0:56:02.160 --> 0:56:04.279
<v Speaker 1>something I spent a year of my life reporting on.

0:56:06.040 --> 0:56:09.080
<v Speaker 1>McNerney is finally replaced by a man named Dennis Muhlenberg.

0:56:09.239 --> 0:56:14.800
<v Speaker 1>Muhlenberg oversees the two crashes, the period around the two crashes,

0:56:15.080 --> 0:56:19.440
<v Speaker 1>and when Muhlllemberg is finally fired because it's completely inept

0:56:19.800 --> 0:56:23.880
<v Speaker 1>in managing Bowing through a crisis, he's replaced by Dave Calhoun,

0:56:24.440 --> 0:56:27.600
<v Speaker 1>yet another Welch disciple, a guy who, at the age

0:56:27.640 --> 0:56:30.800
<v Speaker 1>of forty two was considered a potential successor to Welch

0:56:30.920 --> 0:56:35.200
<v Speaker 1>because he was such a likeness of the young Welch himself,

0:56:35.640 --> 0:56:38.680
<v Speaker 1>and who to this day is the CEO of the

0:56:38.680 --> 0:56:42.920
<v Speaker 1>Boeing Company. Okay, how did you end up on the

0:56:42.960 --> 0:56:48.759
<v Speaker 1>Bowing beat? I walked into the newsroom one morning in

0:56:49.200 --> 0:56:54.200
<v Speaker 1>I guess it was March of two thousand nineteen, having

0:56:54.239 --> 0:56:57.600
<v Speaker 1>never written about the airline industry before, but sitting next

0:56:57.600 --> 0:57:00.880
<v Speaker 1>to the woman who had been covering airlines for US,

0:57:00.880 --> 0:57:03.040
<v Speaker 1>but who happened to be on vacation that day. And

0:57:03.080 --> 0:57:05.400
<v Speaker 1>when the business editor of the New York Times wandered

0:57:05.440 --> 0:57:09.719
<v Speaker 1>over to our desk, she said, Julie's gone, David, what

0:57:09.760 --> 0:57:11.560
<v Speaker 1>are you doing right now? And I said the only

0:57:11.719 --> 0:57:14.000
<v Speaker 1>right answer, which is I don't know what am I

0:57:14.000 --> 0:57:17.120
<v Speaker 1>doing right now? You tell me, boss, And she said,

0:57:17.120 --> 0:57:19.920
<v Speaker 1>called Bowing because another plane had just crashed. And that

0:57:20.040 --> 0:57:22.280
<v Speaker 1>was how I began covering it. Um one of the

0:57:22.360 --> 0:57:26.240
<v Speaker 1>things we can do as reporters, um is learned pretty quickly.

0:57:26.560 --> 0:57:28.960
<v Speaker 1>And so the next year of my life was a

0:57:29.120 --> 0:57:32.080
<v Speaker 1>UM I was going to use a poor metaphor there,

0:57:32.120 --> 0:57:36.680
<v Speaker 1>but but but an accelerated learning period of trying to

0:57:36.720 --> 0:57:41.360
<v Speaker 1>understand the airline industry and UM getting, you know, ultimately

0:57:41.480 --> 0:57:45.720
<v Speaker 1>pretty deeply sourced inside the Bowing company, you know, Boeing

0:57:45.960 --> 0:57:51.400
<v Speaker 1>obfuscated and denied responsibility. Trump seemed to be on their

0:57:51.440 --> 0:57:55.240
<v Speaker 1>team to what did we were you in the press

0:57:55.320 --> 0:57:59.440
<v Speaker 1>responsible for opening this story and shining light on the facts.

0:57:59.720 --> 0:58:03.160
<v Speaker 1>And what was it like being right? You know, they're

0:58:03.200 --> 0:58:06.080
<v Speaker 1>on the point of a story. Well, I mean, we

0:58:06.200 --> 0:58:11.000
<v Speaker 1>broke a ton of important critical stories in the Bowing coverage.

0:58:11.240 --> 0:58:15.160
<v Speaker 1>So did the Wall Street Journal, so did the Seattle Times. Uh,

0:58:15.560 --> 0:58:17.919
<v Speaker 1>there was a huge amount of media interest, and there's

0:58:17.920 --> 0:58:22.720
<v Speaker 1>no doubt that some of the revelations that the Times,

0:58:22.760 --> 0:58:26.400
<v Speaker 1>the Journal in the Seattle Times were responsible in helping

0:58:26.480 --> 0:58:32.920
<v Speaker 1>uncover tremendously helped shape the narrative and um ultimately exposed

0:58:32.920 --> 0:58:37.840
<v Speaker 1>what had actually happened. It's also true that the House

0:58:38.000 --> 0:58:43.280
<v Speaker 1>Transportation and Infrastructure Committee took this very seriously and devoted

0:58:43.440 --> 0:58:49.080
<v Speaker 1>a huge amount of federal legislative investigative muscle to this story.

0:58:49.640 --> 0:58:52.600
<v Speaker 1>And as a result, we're able to obtain I gotta

0:58:52.600 --> 0:58:55.760
<v Speaker 1>believe millions and millions of pages of Bowing documents, of

0:58:55.840 --> 0:58:59.160
<v Speaker 1>which many hundreds or maybe a few thousand were ultimately

0:58:59.200 --> 0:59:02.640
<v Speaker 1>made public and earns about the crashes. Um, So there

0:59:02.720 --> 0:59:05.120
<v Speaker 1>were there were a lot of eyes on Bowing after

0:59:05.160 --> 0:59:09.000
<v Speaker 1>the second crash, of course. Uh. And I want to

0:59:09.040 --> 0:59:12.040
<v Speaker 1>respect the work we did and our competitors did, but

0:59:12.040 --> 0:59:13.960
<v Speaker 1>but I don't think it's fair to say that the

0:59:14.000 --> 0:59:18.600
<v Speaker 1>press alone was responsible for uncovering, you know, the true

0:59:18.760 --> 0:59:29.800
<v Speaker 1>and full story of what happened inside Boeing. Now is

0:59:29.840 --> 0:59:31.800
<v Speaker 1>your role, in your role as a reporter for The

0:59:31.800 --> 0:59:35.480
<v Speaker 1>New York's Times on this beat? To what degree was

0:59:35.640 --> 0:59:41.960
<v Speaker 1>reporting based on accumulating and reading these documents as opposed

0:59:42.040 --> 0:59:46.000
<v Speaker 1>to getting on the phone sending emails asking people questions.

0:59:46.320 --> 0:59:50.120
<v Speaker 1>Is this for Bowing or for the book for Boeing? Oh,

0:59:50.200 --> 0:59:53.040
<v Speaker 1>it was a mix. I mean, we we had a

0:59:53.120 --> 0:59:56.160
<v Speaker 1>spreadsheet and I think I can talk about this publicly,

0:59:56.240 --> 0:59:58.240
<v Speaker 1>but there was a team of reporters working on It

0:59:58.280 --> 1:00:01.880
<v Speaker 1>wasn't just me, and we as a team had a

1:00:01.960 --> 1:00:05.400
<v Speaker 1>shared Google doc that, by the end of our year

1:00:05.560 --> 1:00:08.760
<v Speaker 1>on this story had the names of more than a

1:00:08.800 --> 1:00:12.280
<v Speaker 1>thousand people who we had contacted. And so there was

1:00:12.320 --> 1:00:15.160
<v Speaker 1>a lot of cold calling. There was knocking on doors,

1:00:15.600 --> 1:00:19.560
<v Speaker 1>There were handwritten letters that were sent. Uh, there were

1:00:19.600 --> 1:00:23.960
<v Speaker 1>you know, innumerable LinkedIn messages and Twitter dems. We we

1:00:24.000 --> 1:00:26.760
<v Speaker 1>worked real hard to talk to as many people as

1:00:26.800 --> 1:00:29.840
<v Speaker 1>we could, and we ultimately got you know, many many

1:00:29.880 --> 1:00:34.480
<v Speaker 1>important voices on the record. Um who who for? You know,

1:00:34.520 --> 1:00:36.800
<v Speaker 1>A variety of reasons initially didn't want to go on

1:00:36.840 --> 1:00:41.000
<v Speaker 1>the record, and and that was pivotal reporting that did shape,

1:00:41.280 --> 1:00:45.200
<v Speaker 1>um beyond, sort of the arc of the investigation itself. Definitely,

1:00:45.480 --> 1:00:48.720
<v Speaker 1>I think I can say with confidence affected personnel decisions

1:00:48.720 --> 1:00:51.080
<v Speaker 1>at Boeing. It was, you know, just the day after

1:00:51.520 --> 1:00:53.160
<v Speaker 1>I published a story on the front page of The

1:00:53.160 --> 1:00:59.560
<v Speaker 1>New York Times with the CEO of Southwest Airlines essentially

1:01:00.200 --> 1:01:05.440
<v Speaker 1>bad mouthing bowing and its leadership, that Dennis Muhgenberg was fired. Uh.

1:01:05.480 --> 1:01:10.040
<v Speaker 1>And those kind of things matter. Um Uh, those kind

1:01:10.040 --> 1:01:14.760
<v Speaker 1>of stories definitely, as you know, get noticed inside a

1:01:14.800 --> 1:01:19.640
<v Speaker 1>big company. Um. So we talked again. You know, I

1:01:19.720 --> 1:01:22.200
<v Speaker 1>personally talked to hundreds of people. With my colleagues, we

1:01:22.320 --> 1:01:24.480
<v Speaker 1>talked to more than a thousand people, and we read

1:01:24.680 --> 1:01:27.440
<v Speaker 1>I don't know how many, you know, thousands of pages

1:01:27.480 --> 1:01:31.840
<v Speaker 1>of airline manuals and documents along the way. Okay, I

1:01:31.880 --> 1:01:34.440
<v Speaker 1>want to drill down really to where the rubber meets

1:01:34.440 --> 1:01:38.960
<v Speaker 1>the road. People are more sophisticated now than they used

1:01:39.000 --> 1:01:41.160
<v Speaker 1>to be. Something happened such that you're at the center

1:01:41.160 --> 1:01:44.680
<v Speaker 1>of a news item. Reporters come out of the woodwork.

1:01:44.760 --> 1:01:47.920
<v Speaker 1>They want to be your best friend. Whatever happens, they

1:01:47.920 --> 1:01:49.640
<v Speaker 1>move on to the next story when they're done with

1:01:49.720 --> 1:01:54.080
<v Speaker 1>you and people are more sophisticated than that. To what

1:01:54.280 --> 1:02:00.120
<v Speaker 1>degree are you anxious about asking people questions? And and

1:02:00.440 --> 1:02:03.040
<v Speaker 1>a lot of people are not withcoming? How do you

1:02:03.120 --> 1:02:07.120
<v Speaker 1>convince them to be forthcoming? Yeah, I don't have a

1:02:07.160 --> 1:02:11.120
<v Speaker 1>lot of anxiety about asking people questions. Um, I'm I

1:02:11.160 --> 1:02:13.760
<v Speaker 1>put my cards on the table when I'm talking to someone,

1:02:13.800 --> 1:02:15.840
<v Speaker 1>I tell them what I want to talk about, So

1:02:17.080 --> 1:02:21.680
<v Speaker 1>that doesn't. Um, that's not a big inhibitor in my

1:02:21.720 --> 1:02:25.440
<v Speaker 1>own work in terms of convincing people to talk to

1:02:26.440 --> 1:02:29.200
<v Speaker 1>us or to go on the record about things they

1:02:29.240 --> 1:02:32.440
<v Speaker 1>might be uncomfortable with. That's one of the hardest things

1:02:32.560 --> 1:02:35.880
<v Speaker 1>and I'm I'm frankly not an expert at it. That's

1:02:36.000 --> 1:02:37.919
<v Speaker 1>I've done some of that in my career, but it's

1:02:37.960 --> 1:02:41.440
<v Speaker 1>not my bread and butter. Um. I think that you know,

1:02:42.400 --> 1:02:46.360
<v Speaker 1>people like my friend Emily Steele, who helped break the

1:02:46.360 --> 1:02:52.240
<v Speaker 1>Bill O'Riley story, our colleagues Jodi Canter and Megan Tooey

1:02:52.320 --> 1:02:55.880
<v Speaker 1>who broke the Harvey Weinstein story for us, they are

1:02:56.360 --> 1:03:00.640
<v Speaker 1>way more seasoned than I in convincing people to talk,

1:03:01.000 --> 1:03:05.360
<v Speaker 1>especially on the record, about really difficult and challenging things.

1:03:05.880 --> 1:03:07.800
<v Speaker 1>H But I think at the end of the day.

1:03:07.920 --> 1:03:10.560
<v Speaker 1>What they would say, if I could summarize for them,

1:03:10.640 --> 1:03:13.440
<v Speaker 1>and what I would say is, you gotta appeal to

1:03:14.720 --> 1:03:17.720
<v Speaker 1>the greater good. And you've got to convince people that,

1:03:18.160 --> 1:03:20.680
<v Speaker 1>even if they don't want to do this, and they

1:03:20.760 --> 1:03:23.920
<v Speaker 1>believe that there might be some personal repercussions for them

1:03:23.960 --> 1:03:27.360
<v Speaker 1>in the form of blowback or embarrassment or making them

1:03:27.360 --> 1:03:29.320
<v Speaker 1>a public figure in a way they're not ready for,

1:03:30.080 --> 1:03:32.720
<v Speaker 1>that there is a greater social good at work here,

1:03:33.160 --> 1:03:37.440
<v Speaker 1>and that they have the opportunity to, you know, help

1:03:37.520 --> 1:03:40.960
<v Speaker 1>make things better for other people, to prevent some suffering

1:03:41.040 --> 1:03:43.760
<v Speaker 1>for other people down the line, uh, and to make

1:03:43.800 --> 1:03:45.680
<v Speaker 1>the world a better place. And I think if you

1:03:45.720 --> 1:03:48.440
<v Speaker 1>can make that argument convincing on you, you got a shot.

1:03:48.600 --> 1:03:52.120
<v Speaker 1>Do you personally have any anxiety about flying on a

1:03:52.160 --> 1:03:58.680
<v Speaker 1>seven seven back? No, because a variety of reasons. I mean,

1:03:58.720 --> 1:04:06.000
<v Speaker 1>I like, uh, tens of thousands of commercial planes take

1:04:06.040 --> 1:04:09.120
<v Speaker 1>off on land every day and almost none of them

1:04:09.120 --> 1:04:12.880
<v Speaker 1>ever crashed. So just by the law of numbers, uh,

1:04:13.640 --> 1:04:17.200
<v Speaker 1>I just like my chances. Um. It's also true that

1:04:17.680 --> 1:04:22.200
<v Speaker 1>the seven even Max has undergone a series of changes

1:04:22.280 --> 1:04:26.919
<v Speaker 1>and revisions and updates that have addressed the problem that

1:04:27.120 --> 1:04:32.200
<v Speaker 1>was responsible for those two crashes. So there's there's no

1:04:32.680 --> 1:04:36.400
<v Speaker 1>that you know, I shouldn't be speaking total declarative, but

1:04:36.440 --> 1:04:42.440
<v Speaker 1>there's almost a zero chance that that seem problem whatever encounter,

1:04:43.000 --> 1:04:45.960
<v Speaker 1>be encountered again. But more more broadly than that, I

1:04:46.120 --> 1:04:48.880
<v Speaker 1>just the law of big numbers suggest that you're very

1:04:49.000 --> 1:04:51.160
<v Speaker 1>very very very very unlikely to die in a commercial

1:04:51.280 --> 1:04:55.760
<v Speaker 1>erwle plane crash. Okay. Recently the New York Times had

1:04:55.800 --> 1:05:01.960
<v Speaker 1>a change in editorship. What has changed, uh, not a

1:05:02.000 --> 1:05:05.840
<v Speaker 1>lot um. You know, Joe con who's our new executive editor,

1:05:06.120 --> 1:05:11.040
<v Speaker 1>was an instrumental part of guiding the daily report for

1:05:11.240 --> 1:05:15.040
<v Speaker 1>years now. He's a known quantity in the newsroom. I

1:05:15.040 --> 1:05:20.200
<v Speaker 1>think his priorities are very avigned with those of Dean mackay.

1:05:20.520 --> 1:05:23.040
<v Speaker 1>So I would not be the first to note that

1:05:23.080 --> 1:05:26.440
<v Speaker 1>this is a pretty drama free succession at the New

1:05:26.480 --> 1:05:28.560
<v Speaker 1>York Times, and I think that's a good thing for

1:05:28.600 --> 1:05:32.520
<v Speaker 1>the paper. Well, many people have commented, and I've noticed

1:05:32.560 --> 1:05:36.320
<v Speaker 1>myself as an avid Times reader, that certainly on the

1:05:36.320 --> 1:05:40.480
<v Speaker 1>political front, there's I don't want to say a few

1:05:40.560 --> 1:05:44.800
<v Speaker 1>or false equivalence us there's more reporting on the right

1:05:45.680 --> 1:05:49.400
<v Speaker 1>and things that are troubling than they're used to be before.

1:05:50.040 --> 1:05:54.360
<v Speaker 1>Is that something you feel at all? I guess I

1:05:54.360 --> 1:05:58.800
<v Speaker 1>would dispute that conclusion. But I would also note that

1:05:58.880 --> 1:06:01.760
<v Speaker 1>Joe has been executive editor for a matter of weeks,

1:06:01.840 --> 1:06:06.520
<v Speaker 1>and that kind of reporting takes months and months to

1:06:07.240 --> 1:06:12.920
<v Speaker 1>plan and deliver. So whatever changes people might have noticed

1:06:12.920 --> 1:06:16.960
<v Speaker 1>on a particular way that we're covering something in the

1:06:17.000 --> 1:06:20.240
<v Speaker 1>past couple of weeks is probably reflective of decisions that

1:06:20.280 --> 1:06:23.840
<v Speaker 1>were made. Uh you know many months prior. How do

1:06:23.880 --> 1:06:27.000
<v Speaker 1>you end up working in the New York Times? Uh?

1:06:27.360 --> 1:06:29.560
<v Speaker 1>So someone just had a good quote about you know,

1:06:29.720 --> 1:06:33.320
<v Speaker 1>luck is what is it? Luck is where opportunity meets

1:06:33.880 --> 1:06:37.760
<v Speaker 1>hard work or something like that. So I feel lucky. UM.

1:06:37.800 --> 1:06:40.440
<v Speaker 1>I also had good opportunities. But I also busted my

1:06:40.480 --> 1:06:43.960
<v Speaker 1>butt for a long time. I was late to the

1:06:44.000 --> 1:06:47.760
<v Speaker 1>journalism game. I was not part of my high school newspaper,

1:06:47.880 --> 1:06:50.960
<v Speaker 1>my college newspaper. It was really in my early twenties

1:06:51.000 --> 1:06:53.040
<v Speaker 1>when I got the journalism bug, and I was designing

1:06:53.120 --> 1:06:59.040
<v Speaker 1>museum exhibitions at the time, doing nothing like reporting at all. Um,

1:06:59.080 --> 1:07:00.760
<v Speaker 1>but I got the bug, and I went back to

1:07:00.840 --> 1:07:05.880
<v Speaker 1>journalism school at Berkeley, and UM, I think a couple

1:07:05.920 --> 1:07:08.680
<v Speaker 1>of things I had a really great professor, a couple

1:07:08.640 --> 1:07:12.160
<v Speaker 1>of really great professors. I got a really great story

1:07:12.240 --> 1:07:15.400
<v Speaker 1>early on that gave me a huge amount of confidence,

1:07:15.720 --> 1:07:18.640
<v Speaker 1>um that I could really do this and and and

1:07:18.680 --> 1:07:20.960
<v Speaker 1>make a go of it. And then I decided to

1:07:21.000 --> 1:07:24.800
<v Speaker 1>focus on business reporting pretty early on, which was a

1:07:24.920 --> 1:07:27.760
<v Speaker 1>strategic moved and one that that really has worked to

1:07:28.240 --> 1:07:31.520
<v Speaker 1>in my advantage over the years. So why business reporting.

1:07:32.280 --> 1:07:34.400
<v Speaker 1>I realized no one else was interested in it and

1:07:34.440 --> 1:07:37.800
<v Speaker 1>I was, and that you know, that delta there was

1:07:37.960 --> 1:07:41.400
<v Speaker 1>very compelling to me because I understood right away not

1:07:41.480 --> 1:07:45.280
<v Speaker 1>only that there were huge stories in business right, businesses everything,

1:07:45.640 --> 1:07:49.160
<v Speaker 1>they're huge stories here. It was super fascinating to me.

1:07:49.760 --> 1:07:51.640
<v Speaker 1>It was where there was power. I could see that

1:07:51.640 --> 1:07:54.160
<v Speaker 1>there was power there and and it was a way

1:07:54.240 --> 1:07:57.520
<v Speaker 1>into reporting on powerful people. And the fact that I

1:07:57.560 --> 1:08:00.520
<v Speaker 1>basically had it to myself among my ass at the

1:08:00.560 --> 1:08:03.920
<v Speaker 1>business at the journalism school meant that it was pretty

1:08:03.920 --> 1:08:06.280
<v Speaker 1>wide open. Uh. And then I also realized that there

1:08:06.320 --> 1:08:08.600
<v Speaker 1>were jobs in it, and I didn't want to be like,

1:08:09.160 --> 1:08:12.360
<v Speaker 1>you know, making sixteen thousand dollars a year right in

1:08:12.680 --> 1:08:16.240
<v Speaker 1>features about street poets for the rest of my life.

1:08:16.520 --> 1:08:18.439
<v Speaker 1>I wanted, like I was gonna do this, I wanted

1:08:18.479 --> 1:08:22.720
<v Speaker 1>to have a real career. Okay. One of the criticisms

1:08:22.840 --> 1:08:26.880
<v Speaker 1>of the New York Times is there's groupthink, and it's

1:08:26.920 --> 1:08:30.320
<v Speaker 1>really like its own sports team, and you don't really

1:08:30.360 --> 1:08:33.800
<v Speaker 1>want to be too much of a star, go too

1:08:33.840 --> 1:08:37.680
<v Speaker 1>far out, maybe hurt the team. To what degree do

1:08:37.800 --> 1:08:41.519
<v Speaker 1>you feel pressure to fall in line with the team

1:08:41.520 --> 1:08:44.320
<v Speaker 1>in general or be fearful that you raise your head

1:08:44.520 --> 1:08:47.680
<v Speaker 1>and do something might piss people off. I don't even

1:08:47.720 --> 1:08:49.840
<v Speaker 1>know what you're talking about. Give me an example. Okay, Well,

1:08:49.880 --> 1:08:52.360
<v Speaker 1>you know there was the whole Taylor Wren's thing that

1:08:52.439 --> 1:08:55.000
<v Speaker 1>people were blowing back. There was the very wise thing

1:08:55.120 --> 1:08:57.880
<v Speaker 1>that people were blowing back. You know what people don't

1:08:57.960 --> 1:09:02.760
<v Speaker 1>realize is these newspapers. This tends to be people who

1:09:02.800 --> 1:09:06.920
<v Speaker 1>see this as a lifelong career, and their employers are

1:09:07.120 --> 1:09:13.120
<v Speaker 1>these giant institutions, writing books individually, etcetera. Something completely different.

1:09:13.840 --> 1:09:19.440
<v Speaker 1>So such that people end up becoming even though they're individuals,

1:09:20.160 --> 1:09:23.720
<v Speaker 1>they're part of the group, and then therefore they can

1:09:23.760 --> 1:09:26.360
<v Speaker 1>react to another person in the group maybe having too

1:09:26.479 --> 1:09:29.840
<v Speaker 1>much success or doing something that pisces them off. We

1:09:29.880 --> 1:09:32.040
<v Speaker 1>had a certain thing to happen at the Washington Post.

1:09:32.320 --> 1:09:34.880
<v Speaker 1>You're in the belly of the beast. Is it just

1:09:35.080 --> 1:09:39.120
<v Speaker 1>calm or can you feel these things? All? Right? I'm

1:09:39.120 --> 1:09:44.000
<v Speaker 1>gonna back up. Uh, I'm an employee of a for

1:09:44.120 --> 1:09:49.880
<v Speaker 1>profit corporation. They pay me to do a job. My

1:09:50.160 --> 1:09:54.040
<v Speaker 1>responsibility is to do my job really well as well

1:09:54.080 --> 1:09:57.519
<v Speaker 1>as I can for my organization. So that's how I like.

1:09:57.640 --> 1:10:01.280
<v Speaker 1>That's the fundamental level that which I understand my relationship

1:10:01.320 --> 1:10:03.240
<v Speaker 1>with The New York Times. I get paid to do

1:10:03.280 --> 1:10:06.080
<v Speaker 1>a job. You said, like I you know, a lot

1:10:06.120 --> 1:10:08.719
<v Speaker 1>of people see it as a life on career. I don't.

1:10:08.760 --> 1:10:13.599
<v Speaker 1>I won't necessarily accept that as a as uh as

1:10:13.640 --> 1:10:15.559
<v Speaker 1>the way I think about my time at the times,

1:10:15.560 --> 1:10:18.120
<v Speaker 1>I'm super grateful I've been here for nine years. I'm

1:10:18.160 --> 1:10:20.120
<v Speaker 1>in no rush to leave. I have no plans to leave.

1:10:20.400 --> 1:10:22.439
<v Speaker 1>But I also don't necessarily think it's the only job

1:10:22.479 --> 1:10:24.240
<v Speaker 1>I'll ever have in my life. I think as some

1:10:24.320 --> 1:10:26.960
<v Speaker 1>people might feel that way, sure, but it's not necessarily

1:10:27.000 --> 1:10:30.880
<v Speaker 1>how I think about it. In terms of interpersonal dynamics,

1:10:31.439 --> 1:10:34.000
<v Speaker 1>I don't think it's different than any other organization. If

1:10:34.400 --> 1:10:37.640
<v Speaker 1>you and I'm not speaking about any specific incident or

1:10:37.680 --> 1:10:40.240
<v Speaker 1>any of the ones you just mentioned, but if you

1:10:40.760 --> 1:10:48.360
<v Speaker 1>work at PepsiCo and you publicly are talking shit about

1:10:48.360 --> 1:10:52.680
<v Speaker 1>your colleagues or probably be repercussions if you're on a

1:10:52.720 --> 1:10:56.240
<v Speaker 1>sports team and you go to the press conference after

1:10:56.280 --> 1:10:58.559
<v Speaker 1>a loss and say, you know, like you know, if

1:10:58.560 --> 1:11:00.920
<v Speaker 1>you're Katie and Katie is like Kyrie was a piece

1:11:00.920 --> 1:11:02.920
<v Speaker 1>of ship, like he's you know, such and such and

1:11:02.960 --> 1:11:06.320
<v Speaker 1>such and such and goes off on your teammate, there

1:11:06.400 --> 1:11:11.080
<v Speaker 1>might be consequences. So the do It's no doubt about it.

1:11:11.640 --> 1:11:13.880
<v Speaker 1>Institutions like the New York Times get a huge amount

1:11:13.920 --> 1:11:17.559
<v Speaker 1>of scrutiny, But I don't necessarily believe that there is

1:11:17.720 --> 1:11:21.479
<v Speaker 1>a you know something some like weird magic sauce about

1:11:22.000 --> 1:11:28.160
<v Speaker 1>the a newspapers culture um in terms of can I

1:11:28.200 --> 1:11:31.639
<v Speaker 1>feel like, of course, you know, like when when big

1:11:31.720 --> 1:11:36.599
<v Speaker 1>things royal and organization, the individuals of that organization, whether

1:11:36.640 --> 1:11:38.840
<v Speaker 1>there or not, they're directly a part of it, They

1:11:38.880 --> 1:11:42.960
<v Speaker 1>notice it, they feel it. And so again I what

1:11:43.040 --> 1:11:45.240
<v Speaker 1>I alluded to earlier when we talked about the new

1:11:45.280 --> 1:11:49.720
<v Speaker 1>executive editor Pertains here too write like things are pretty

1:11:49.760 --> 1:11:52.960
<v Speaker 1>calm at the New York Times right now, internally, at

1:11:53.040 --> 1:11:55.680
<v Speaker 1>least for me at least what I'm seeing and for

1:11:55.720 --> 1:11:57.920
<v Speaker 1>the most part, that's good, and I think it's reflective

1:11:58.240 --> 1:12:02.639
<v Speaker 1>of a healthy culture where reporters by and large are

1:12:02.640 --> 1:12:04.639
<v Speaker 1>focused on doing the work, which is what they pay

1:12:04.720 --> 1:12:09.360
<v Speaker 1>us for. Okay, you beat recently changed to the climate.

1:12:09.720 --> 1:12:12.640
<v Speaker 1>How did that happen? I won't borroy you with the

1:12:12.640 --> 1:12:14.720
<v Speaker 1>whole way it happened, but what I'll say is that

1:12:14.840 --> 1:12:17.479
<v Speaker 1>I have been on the business desk for the better

1:12:17.520 --> 1:12:20.920
<v Speaker 1>part of nine years at the paper, and I've done

1:12:20.920 --> 1:12:23.880
<v Speaker 1>all sorts of different things than the business desk. And

1:12:24.520 --> 1:12:26.240
<v Speaker 1>I was at a place and the paper was at

1:12:26.240 --> 1:12:30.400
<v Speaker 1>a place where we realized there was the opportunity for

1:12:30.439 --> 1:12:35.120
<v Speaker 1>me to do uh, sort of refocus my energies, and

1:12:35.200 --> 1:12:39.040
<v Speaker 1>the way to do that while capitalizing on all my

1:12:39.120 --> 1:12:43.320
<v Speaker 1>experience reporting on business, all my connections in the business

1:12:43.360 --> 1:12:46.920
<v Speaker 1>world and get me focused on the topic I'm really

1:12:46.960 --> 1:12:51.160
<v Speaker 1>excited about, was to essentially move me from the business

1:12:51.200 --> 1:12:53.760
<v Speaker 1>desk to the climate desk. But I'm still I'm still

1:12:53.800 --> 1:12:56.600
<v Speaker 1>writing about business, so my focus is on the intersection

1:12:57.160 --> 1:13:00.840
<v Speaker 1>of the business world and public see and that's a

1:13:00.920 --> 1:13:04.400
<v Speaker 1>that's a big overlap. But I'm still very much reporting

1:13:04.439 --> 1:13:07.200
<v Speaker 1>on the business world, um, though very much through the

1:13:07.200 --> 1:13:13.040
<v Speaker 1>lions of climate change and particularly the energy transition. Okay,

1:13:13.080 --> 1:13:17.840
<v Speaker 1>so what's going on? Give us a snapshot. Well, the

1:13:17.920 --> 1:13:23.080
<v Speaker 1>humanity has been burning fossil fuels relentlessly for the past

1:13:24.720 --> 1:13:27.280
<v Speaker 1>fifty years, depending when you start counting it, and it's

1:13:27.680 --> 1:13:32.280
<v Speaker 1>dramatically changed the climate of the Earth in ways that

1:13:32.439 --> 1:13:40.479
<v Speaker 1>are creating exponentially more destructive and severe weather events, and

1:13:41.000 --> 1:13:45.559
<v Speaker 1>that are starting to affect and endanger and jeopardize not

1:13:45.680 --> 1:13:49.400
<v Speaker 1>only you know, many millions of humans, um, but many

1:13:49.439 --> 1:13:52.559
<v Speaker 1>other parts of the ecosystem as well. And while there

1:13:52.600 --> 1:13:59.519
<v Speaker 1>has been decades of scientific consensus UH making clear the

1:13:59.600 --> 1:14:02.760
<v Speaker 1>impair wative to stop burning fossil fuels, we as a

1:14:02.840 --> 1:14:05.679
<v Speaker 1>human society have not done a very good job following

1:14:05.720 --> 1:14:08.840
<v Speaker 1>the advice of our scientists, and on balance, we are

1:14:08.840 --> 1:14:12.479
<v Speaker 1>still headed in the wrong direction. Needles say, there's two

1:14:12.520 --> 1:14:17.160
<v Speaker 1>sides here. There's climate deniers their corporations that have an

1:14:17.160 --> 1:14:21.879
<v Speaker 1>investment in burning UH fossil fuels. So to what degree

1:14:22.000 --> 1:14:24.479
<v Speaker 1>do you feel you're preaching to the converted? How do

1:14:24.520 --> 1:14:30.080
<v Speaker 1>you penetrate the minds of people who could make better decisions,

1:14:30.080 --> 1:14:34.519
<v Speaker 1>whether to be corporations or people who believe otherwise? Yeah,

1:14:34.560 --> 1:14:36.840
<v Speaker 1>I don't, I don't, Again, Bob, I don't see that

1:14:36.880 --> 1:14:42.120
<v Speaker 1>as my job, right, Like, my mandate isn't to convert people. Um.

1:14:42.200 --> 1:14:45.000
<v Speaker 1>My mandate is to report on what's happening and be

1:14:45.080 --> 1:14:49.200
<v Speaker 1>as accurate as possible and try to find stories that

1:14:49.280 --> 1:14:52.719
<v Speaker 1>help explain how we got here and where we're going.

1:14:53.320 --> 1:14:57.960
<v Speaker 1>So I'm not in the business of of converting people. Um.

1:14:58.000 --> 1:15:00.200
<v Speaker 1>You know, if that happens along the way, and and

1:15:00.240 --> 1:15:03.719
<v Speaker 1>people who previously didn't believe in science believe in science

1:15:03.760 --> 1:15:06.960
<v Speaker 1>as a result of my reporting, great, but that's that's

1:15:06.960 --> 1:15:10.040
<v Speaker 1>not my remit. Okay, we're just getting a little deeper

1:15:10.080 --> 1:15:13.640
<v Speaker 1>into the fact. We have the Supreme Court decision that

1:15:13.960 --> 1:15:17.400
<v Speaker 1>ultimately neuter the e p A to a great degree.

1:15:18.800 --> 1:15:22.439
<v Speaker 1>What's the landscape going forward? Well, I would, I would,

1:15:23.439 --> 1:15:28.800
<v Speaker 1>I would dispute your characterization of that ruling of West Virginia. Uh.

1:15:29.920 --> 1:15:33.760
<v Speaker 1>By all accounts it was it was not great for

1:15:33.960 --> 1:15:36.400
<v Speaker 1>the power of the e p A to regulate the

1:15:36.439 --> 1:15:40.000
<v Speaker 1>emissions of power plants in general, but it was not

1:15:40.240 --> 1:15:48.040
<v Speaker 1>nearly as expansive of a ruling as some climate advocates feared. Um,

1:15:48.120 --> 1:15:51.600
<v Speaker 1>So the e p A still does the have the

1:15:51.640 --> 1:15:55.639
<v Speaker 1>ability to in to regulate the emissions of individual power plants.

1:15:55.680 --> 1:15:58.920
<v Speaker 1>But but it makes it more complicated to regulate them

1:15:58.960 --> 1:16:02.559
<v Speaker 1>as a group. All that is a roundabout way of

1:16:02.640 --> 1:16:08.360
<v Speaker 1>saying that the Supreme Court is uh, well, the Supreme

1:16:08.360 --> 1:16:11.960
<v Speaker 1>Court is and this decision is one of the ways

1:16:11.960 --> 1:16:15.599
<v Speaker 1>in which the Biden administration has been essentially losing the

1:16:15.640 --> 1:16:20.240
<v Speaker 1>tools it has as its disposal to reduce overall emissions

1:16:20.240 --> 1:16:24.479
<v Speaker 1>in the United States, and the inability to pass Build

1:16:24.479 --> 1:16:27.439
<v Speaker 1>Back Better was one of those. There are other issues

1:16:27.680 --> 1:16:30.639
<v Speaker 1>going on that my my colleague Coral Davenport has reported

1:16:30.640 --> 1:16:35.080
<v Speaker 1>on in depth. But the upshot is we as a

1:16:35.200 --> 1:16:39.200
<v Speaker 1>nation and it's largely a result of the hyperpartisanship and

1:16:39.240 --> 1:16:45.200
<v Speaker 1>as you said, a pretty clear partisan rift between how

1:16:45.240 --> 1:16:49.160
<v Speaker 1>the different parties are approaching climate and energy issues. UM

1:16:49.320 --> 1:16:53.479
<v Speaker 1>are not moving very quickly to reduce the United States

1:16:53.560 --> 1:16:59.839
<v Speaker 1>is greenhouse gas emissions. And if one wanted to reduce those,

1:17:00.400 --> 1:17:03.800
<v Speaker 1>we're the opportunities, well, there are many and I want

1:17:03.800 --> 1:17:06.920
<v Speaker 1>to be careful here because I am not an expert, UM,

1:17:06.960 --> 1:17:10.200
<v Speaker 1>but the Buildback Better plan and the reconciliation package that

1:17:10.320 --> 1:17:13.200
<v Speaker 1>was on the table and that was essentially killed by

1:17:13.360 --> 1:17:16.240
<v Speaker 1>Senator Mansion, who of course is from West Virginia and

1:17:16.320 --> 1:17:21.559
<v Speaker 1>has business interests tied to the coal industry. Uh. That bill,

1:17:21.600 --> 1:17:27.800
<v Speaker 1>that that package would have uh advocated huge sums of

1:17:27.840 --> 1:17:32.759
<v Speaker 1>money towards essentially transitioning power generation in the United States

1:17:32.760 --> 1:17:37.479
<v Speaker 1>to renewable energy. And that's that. That is not necessarily

1:17:37.520 --> 1:17:40.400
<v Speaker 1>the number one way to reduce emissions, but it's one

1:17:40.439 --> 1:17:43.679
<v Speaker 1>of the biggest, right, Like, let's stop using We don't

1:17:43.720 --> 1:17:45.960
<v Speaker 1>use a whole lot of coal in this country anymore, um,

1:17:46.040 --> 1:17:51.600
<v Speaker 1>but let's stop using natural gas. Uh. Let's for power generation.

1:17:52.160 --> 1:17:55.320
<v Speaker 1>Let's stop using coal wherever it is still used. Uh.

1:17:56.040 --> 1:18:00.839
<v Speaker 1>And let's start using more oil. Excuse me, more solar,

1:18:01.240 --> 1:18:04.719
<v Speaker 1>more wind, uh, and more hydro electricity. These are renewable

1:18:04.760 --> 1:18:09.040
<v Speaker 1>sources of energy that do not create new emissions. Okay,

1:18:09.240 --> 1:18:12.840
<v Speaker 1>just on a very practical matter. You know, we've had COVID.

1:18:12.920 --> 1:18:15.760
<v Speaker 1>Everything's a little bit crazy. Maybe we should go before that,

1:18:16.520 --> 1:18:21.240
<v Speaker 1>to what degree do you go into the office every day?

1:18:21.400 --> 1:18:25.400
<v Speaker 1>To what degree do you choose your own topics? Are

1:18:25.439 --> 1:18:30.680
<v Speaker 1>they assigned? Do you write stuff specifically be printed? Do

1:18:30.680 --> 1:18:33.840
<v Speaker 1>you write stuff? And they rejected? What's the whole process

1:18:33.880 --> 1:18:37.360
<v Speaker 1>of the mechanics there? Well, I've been in the office

1:18:37.439 --> 1:18:39.479
<v Speaker 1>more than most for the last year and a half

1:18:39.560 --> 1:18:41.639
<v Speaker 1>or so I like the office, I like my desk,

1:18:41.760 --> 1:18:44.720
<v Speaker 1>I like seeing people and talking to people. Um. But

1:18:44.840 --> 1:18:48.040
<v Speaker 1>it's also the case that not I'm one of I'm

1:18:48.080 --> 1:18:53.320
<v Speaker 1>in the minority still And so have you had COVID? Yes,

1:18:53.400 --> 1:18:58.200
<v Speaker 1>I've had COVID twice as a matter of fact. Um uh.

1:18:58.240 --> 1:19:00.400
<v Speaker 1>And I'm fortunate to still be said in here and

1:19:00.720 --> 1:19:04.840
<v Speaker 1>and to not have any severe lasting impacts at least

1:19:04.880 --> 1:19:08.680
<v Speaker 1>that I'm aware of right now, maybe in my brain. Um.

1:19:08.720 --> 1:19:11.760
<v Speaker 1>But listen. As for the reporting process, um, it's a

1:19:11.840 --> 1:19:16.160
<v Speaker 1>mix of writing stories that the editors have asked for

1:19:16.439 --> 1:19:21.559
<v Speaker 1>and then working with them to identify targets that again

1:19:21.640 --> 1:19:26.000
<v Speaker 1>sort of help us continue our mission of trying to

1:19:26.040 --> 1:19:29.880
<v Speaker 1>write fact based stories that that helped explain where the climate,

1:19:31.080 --> 1:19:34.680
<v Speaker 1>the situation is and what's what's to come. So I

1:19:34.720 --> 1:19:37.120
<v Speaker 1>would say, on balance, you know, since I joined the

1:19:37.120 --> 1:19:43.080
<v Speaker 1>Climate desk, most of my sort of biggest marquee pieces,

1:19:43.160 --> 1:19:46.160
<v Speaker 1>you know, big investigative features those kind of things, have

1:19:46.240 --> 1:19:48.800
<v Speaker 1>been ones I've come up with myself. I've got a

1:19:48.840 --> 1:19:52.720
<v Speaker 1>good line of reporting I'm excited about, which was uh,

1:19:53.000 --> 1:19:56.200
<v Speaker 1>you know, probably myself and another reporter sort of stumbled

1:19:56.200 --> 1:19:58.240
<v Speaker 1>across some stuff, and I'm I'm picking it up and

1:19:58.320 --> 1:20:00.479
<v Speaker 1>running with it. But it's all is the case. I

1:20:00.479 --> 1:20:03.960
<v Speaker 1>wrote a news analysis story on Friday after the West

1:20:04.040 --> 1:20:07.160
<v Speaker 1>Virginia ruling that was very much something the editors wanted

1:20:07.200 --> 1:20:08.479
<v Speaker 1>to see and it was their idea. And I'm like,

1:20:08.600 --> 1:20:10.479
<v Speaker 1>that's a good idea. I can turn that around in

1:20:10.520 --> 1:20:20.280
<v Speaker 1>a day or so. And there wasn't the paper. Let's

1:20:20.280 --> 1:20:24.519
<v Speaker 1>go back to the book. There was a review in

1:20:24.560 --> 1:20:28.320
<v Speaker 1>the New York Times book review by Curdie Anderson which

1:20:28.439 --> 1:20:34.920
<v Speaker 1>was more than relatively negative. Now the caveat here is

1:20:35.000 --> 1:20:37.760
<v Speaker 1>he wrote a book which I would not call identical,

1:20:37.840 --> 1:20:41.360
<v Speaker 1>but many people feel covered a similar subject. How do

1:20:41.439 --> 1:20:45.920
<v Speaker 1>you feel about all that. I didn't write my book

1:20:46.000 --> 1:20:49.360
<v Speaker 1>for book reviewers. Uh, And so I'll just leave it there.

1:20:50.880 --> 1:20:53.599
<v Speaker 1>Let me put it in in a different way. The nature

1:20:53.640 --> 1:20:57.360
<v Speaker 1>of being in the public eye is you get a

1:20:57.400 --> 1:21:00.559
<v Speaker 1>lot of feedback. There are people who attack you just

1:21:00.720 --> 1:21:04.160
<v Speaker 1>to attack you. So now that your level has been raised,

1:21:04.160 --> 1:21:06.720
<v Speaker 1>your profile has been raised, what's that been like for you.

1:21:08.520 --> 1:21:12.000
<v Speaker 1>I've been surprised how few people have really come at

1:21:12.040 --> 1:21:15.160
<v Speaker 1>me and tried to argue with the premise of the book. Right,

1:21:15.439 --> 1:21:21.360
<v Speaker 1>I make a make a pretty clear Uh, rhetorical argument

1:21:21.520 --> 1:21:24.240
<v Speaker 1>in this book, which is that Jack o Elch bears

1:21:24.280 --> 1:21:26.960
<v Speaker 1>singular responsibility for a lot of the problems we have

1:21:27.040 --> 1:21:30.599
<v Speaker 1>in our society. Um. I have yet to see someone

1:21:30.640 --> 1:21:33.280
<v Speaker 1>sort of take the other side of that debate in

1:21:33.320 --> 1:21:38.960
<v Speaker 1>a really forceful way. Um ah. And that to me

1:21:39.080 --> 1:21:42.320
<v Speaker 1>has been surprising. Even when Jeff you know, Jack's successor,

1:21:42.840 --> 1:21:45.519
<v Speaker 1>came after me on LinkedIn, it was in this sort

1:21:45.520 --> 1:21:47.880
<v Speaker 1>of limp way of saying, like Jack was actually a

1:21:47.880 --> 1:21:51.960
<v Speaker 1>good manager, all right, Like no effort to to dispute

1:21:52.040 --> 1:21:57.800
<v Speaker 1>the actual merits of my argument, okay, And that to me, Um,

1:21:57.840 --> 1:22:01.360
<v Speaker 1>you know, I'm not saying I'm entirely right. I mean,

1:22:01.360 --> 1:22:03.840
<v Speaker 1>I believe in my thesis. But but this is a

1:22:03.880 --> 1:22:06.760
<v Speaker 1>book that was meant to start a conversation. And what

1:22:06.840 --> 1:22:09.280
<v Speaker 1>I've been really gratified by is the fact that people

1:22:09.360 --> 1:22:12.040
<v Speaker 1>want to have this conversation. And certainly not everyone agrees

1:22:12.080 --> 1:22:16.360
<v Speaker 1>with me. Um. But what you said, honestly about what

1:22:16.439 --> 1:22:19.160
<v Speaker 1>you said in in your newsletter is one of my

1:22:19.280 --> 1:22:22.240
<v Speaker 1>favorite things. And it's a quote I'm using and I'm

1:22:22.240 --> 1:22:24.599
<v Speaker 1>telling my marketing people to use. You said if everyone

1:22:24.720 --> 1:22:26.960
<v Speaker 1>in America read this book, there would be a revolution.

1:22:27.320 --> 1:22:29.920
<v Speaker 1>And I was God, God, damn, that's right, right, that's

1:22:29.960 --> 1:22:33.240
<v Speaker 1>actually that was the intent. That was the spirit I

1:22:33.280 --> 1:22:36.479
<v Speaker 1>was trying to provoke with this book. And the fact

1:22:36.560 --> 1:22:39.360
<v Speaker 1>that you and others have responded to it to me,

1:22:39.840 --> 1:22:43.120
<v Speaker 1>UM suggests that at least you know, that effort to

1:22:43.240 --> 1:22:46.639
<v Speaker 1>spark a conversation, to get us talking about these big

1:22:46.680 --> 1:22:49.360
<v Speaker 1>issues and how we can live in a in a

1:22:49.479 --> 1:22:52.840
<v Speaker 1>society that works for more people. Um, was was at

1:22:52.880 --> 1:22:58.560
<v Speaker 1>least somewhat successful. And commercially is the book met your expectations?

1:22:58.640 --> 1:23:02.600
<v Speaker 1>Exceeded them? Disappoint did you? Yeah? Exceeded? Uh? It was

1:23:02.640 --> 1:23:06.639
<v Speaker 1>a hit, um. And I I was a nervous author

1:23:06.880 --> 1:23:11.519
<v Speaker 1>right the the in the days and months and weeks

1:23:11.560 --> 1:23:14.280
<v Speaker 1>before we knew how this book was doing, and I

1:23:14.360 --> 1:23:18.120
<v Speaker 1>was haveing, I was deeply nervous. But listen. It debuted

1:23:18.160 --> 1:23:19.960
<v Speaker 1>on the New York Times bestseller List, It was on

1:23:19.960 --> 1:23:22.599
<v Speaker 1>the Wall Street Journal best seller list. It hit number

1:23:22.680 --> 1:23:26.519
<v Speaker 1>twenty eight in all books on Amazon. Uh. It's gotten

1:23:26.560 --> 1:23:30.280
<v Speaker 1>a huge amount of press coverage. UM. I will note

1:23:30.840 --> 1:23:34.080
<v Speaker 1>almost all of it favorable, with a few notable exceptions

1:23:34.120 --> 1:23:37.320
<v Speaker 1>which I can take my lumps on and keep keep

1:23:37.360 --> 1:23:42.479
<v Speaker 1>marching forward. And uh and yeah, and like people are

1:23:42.479 --> 1:23:45.280
<v Speaker 1>talking about this, and that that to me was like,

1:23:45.320 --> 1:23:47.360
<v Speaker 1>if people want to talk about this, and if it

1:23:47.439 --> 1:23:50.760
<v Speaker 1>gets if it fires people up, you know, whether they

1:23:50.760 --> 1:23:53.760
<v Speaker 1>get piste off about it or not, I'm fine, Um,

1:23:53.840 --> 1:23:55.680
<v Speaker 1>as long as they're sort of having the argument in

1:23:55.720 --> 1:23:59.759
<v Speaker 1>good faith. Uh, that's gravy to me. I hope people

1:23:59.800 --> 1:24:02.679
<v Speaker 1>just agree with it, right, Like, if if it's not Jack,

1:24:03.120 --> 1:24:05.639
<v Speaker 1>tell me who it is, Tell me how we got here?

1:24:05.960 --> 1:24:08.920
<v Speaker 1>Tell me what's wrong with our society that this? You know,

1:24:09.000 --> 1:24:12.879
<v Speaker 1>CEO has makes six times with the medium employee works

1:24:14.240 --> 1:24:17.120
<v Speaker 1>makes and and then it takes like three jobs for

1:24:17.360 --> 1:24:20.360
<v Speaker 1>a low income family to keep food on the table, right, Like,

1:24:22.040 --> 1:24:24.759
<v Speaker 1>how did we get here in the world today? There's

1:24:24.880 --> 1:24:28.960
<v Speaker 1>so many messages. You've had a successful book, What is

1:24:29.040 --> 1:24:33.120
<v Speaker 1>the key to getting the message out? I had a

1:24:33.120 --> 1:24:35.600
<v Speaker 1>great team. I'm not I'm not b S and you.

1:24:35.800 --> 1:24:38.559
<v Speaker 1>I have good marketing people at Simon and Schuster who

1:24:38.600 --> 1:24:43.080
<v Speaker 1>who did humans work? Um? And I was very engaged

1:24:43.120 --> 1:24:45.439
<v Speaker 1>in it as well. I tried real hard to get

1:24:45.439 --> 1:24:49.559
<v Speaker 1>people to buy this book. I didn't just write it. UM.

1:24:49.600 --> 1:24:52.800
<v Speaker 1>So there's some hustle involved, for sure, But I think

1:24:52.840 --> 1:24:54.400
<v Speaker 1>at the end of the day, you have to have

1:24:54.720 --> 1:24:58.519
<v Speaker 1>a really crystalline idea that people want to talk about,

1:24:58.720 --> 1:25:00.800
<v Speaker 1>and and I was I did know if this was

1:25:00.840 --> 1:25:02.760
<v Speaker 1>going to be one of those, but but clearly it

1:25:02.800 --> 1:25:06.080
<v Speaker 1>has been, and it's it's helped me, you know, if

1:25:06.120 --> 1:25:08.360
<v Speaker 1>I if I ever write another book, I think I've

1:25:08.439 --> 1:25:10.680
<v Speaker 1>learned things through this process that have really made me

1:25:10.720 --> 1:25:14.360
<v Speaker 1>realize what what what some of these successful elements of

1:25:14.439 --> 1:25:17.200
<v Speaker 1>a book launch would be. And I think number one

1:25:17.280 --> 1:25:20.160
<v Speaker 1>is like, can you can you stay in a sentence

1:25:20.200 --> 1:25:23.080
<v Speaker 1>what your idea is and does that sentence want to

1:25:23.080 --> 1:25:27.479
<v Speaker 1>make people keep talking? Okay? In the actual process of

1:25:27.520 --> 1:25:30.960
<v Speaker 1>writing the book, did you take time off from the

1:25:31.040 --> 1:25:33.160
<v Speaker 1>times you write in your spirit time? How did you

1:25:33.200 --> 1:25:35.240
<v Speaker 1>do it? I didn't take time off. I did in

1:25:35.280 --> 1:25:39.800
<v Speaker 1>my spare time. It was incredibly incredibly quick process. UM.

1:25:39.840 --> 1:25:43.080
<v Speaker 1>I had the idea for the book in April of so,

1:25:43.200 --> 1:25:46.920
<v Speaker 1>just over two years ago. I wrote the proposal UM

1:25:47.000 --> 1:25:51.720
<v Speaker 1>in August of so, less than two years ago. I

1:25:51.720 --> 1:25:56.960
<v Speaker 1>didn't sign a contract until October November, so now we're

1:25:56.960 --> 1:26:00.240
<v Speaker 1>talking like eighteen months ago. And then I crashed this

1:26:00.320 --> 1:26:03.160
<v Speaker 1>thing in a in a year or so, which is

1:26:03.200 --> 1:26:08.479
<v Speaker 1>an absurd timeline for a book. Uh So, I my

1:26:08.520 --> 1:26:10.920
<v Speaker 1>wife gets lots of thanks for bearing with mean and

1:26:11.000 --> 1:26:15.240
<v Speaker 1>helping take care of our kids. Well, I spent time

1:26:15.240 --> 1:26:18.519
<v Speaker 1>writing this book. Well, thanks for taking the time to

1:26:18.600 --> 1:26:22.679
<v Speaker 1>talk to us here, David. Really fascinating. I'm sure everybody

1:26:22.680 --> 1:26:25.240
<v Speaker 1>will be stimulated. I've already gotten a ton of email

1:26:25.280 --> 1:26:27.800
<v Speaker 1>people bought and read the book. I'm sure now even

1:26:27.840 --> 1:26:31.040
<v Speaker 1>more people will. So thanks for writing the book. Because

1:26:31.040 --> 1:26:32.840
<v Speaker 1>someone had to write the truth. That's why I had

1:26:32.840 --> 1:26:36.120
<v Speaker 1>to get it immediately said, someone is speaking the truth

1:26:36.200 --> 1:26:40.519
<v Speaker 1>about Jack Welch, which was sitting there in plain sight.

1:26:41.479 --> 1:26:44.240
<v Speaker 1>So in any event, thanks so much for taking the time.

1:26:44.720 --> 1:26:47.519
<v Speaker 1>Thank you so much, Bob, and you you literally gave

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<v Speaker 1>me my favorite quote, my favorite blurb of this whole cycle,

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<v Speaker 1>and I'll never forget it. Wow, that's great. Until next time.

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<v Speaker 1>This is Bob Lefts