Friday, November 16, 2012

Economic Crisis 2008 – Chronology of Events

This write-up only touches the main historical events which lead to the 2008 Economic crisis. More elaborate discussions on the Crisis and bubble will follow this post.

When did the crisis started?
  • 2007?
  • 2001?
  • 1999?
  • 1981?
  • 1973?
  • 1971?
  • 1944?
  • 1936?
  • The year Keynesian Theory was published.
  • Keynes in a letter to G B Shaw boasted “economics would never be same again” and he was damn right as It was not.
  • Keynes taught spending as salvation, government as savior, deficit finance as the weapon.
  • He asserted ‘ unemployment and inflation are mutually exclusive
  • In decades thereafter, the western world took Keynesian advice right and very wrong.

1944 – Bretton Woods
  • IMF was established
  • Dollar was accorded the status of the King of Currencies. It was made currency of reserve.
  • Fixed exchange rates establish with currency tied to dollar and dollar to gold.
  • Undervalued currencies distorted trade.
  • US acquired enviable capacity to write ‘cheque on it self’.
  • And US used the prerogative abundantly
  • And irresponsibly with excesses in spending and debt.
  • US deficits in budget, in trade, US expanding money supply and US debt wrote the script of crisis.
1971 – Nixon
  • Nixon closed the gold window ending twenty five years of fixed prices giving way to more excesses and loss of faith in dollar.
  • Smithsonian realignment of currency was short lived.
1973 – Oil Shock
  • OPEC oil shock changed the macroeconomic of world
  • Oil producing countries acquired upper hand and license to amass wealth
  • US developed vested interest in high oil prices – as producer and as beneficiary and keeper of oil wealth.
  • Keynes’ exclusivity of unemployment and inflation went for a toss creating dilemma and inefficacy of monetary and fiscal policy which aggravates crisis. 
  • G7 decided to maintain value of Dollar by intervention.
1981 – Regan and Deng Xiaoping
  • Backlash of capitalism and free market – not only in the west but in Communist China
  • Deregulation and encouragement to amass wealth
  • 401 (k) and other measures to create equity culture
  • Plaza meeting of G8 in 1987 and triggering depreciation of dollar – wealth acquired by countries could and did lose its value.
1999 - IT bubble, Y2K and Repeal of Glass Steagall Act
  • IT bubble is born and grows
  • Y2K facilitates ‘outsourcing’
  • Power shift
  • Rise of China as World’s factory and of India as its back office.
  • Accelerates globalization enabled by IT
  • Glass Steagall repealed wiping out demarcating line between commercial banks and investment banks. Invitation to take more risk.  This was the costliest mistake by the US senate and was done to facilitate the merger of Citigroup with Travelers. It proved to be the last nail in the coffin and the crisis became apparent in 2007-08.
2001- Bush, IT bubble burst and WTC
  • Bush paints a rosy picture of making America an Ownership Society
  • Refunds $ 168 to no avail
  • Reduces taxes. Rich get $ 450 bn + benefit out of total $ 650 bn cut
  • Capital gains tax rate (15 %) at half the income tax rate (30 %). 
  • IT bubble bursts creating ‘mini crisis of confidence’
  • Further setback with 9/11 and WTC collapse
  • Initiates Greenspan Put and Housing Bubble.
Housing Bubble -2004-07
  • Surge in housing with cheap money, easy mortgage availability and belief that house prices would always rise
  • Sub-prime and NINJA loans
  • ARM and zero and negative equity loans
  • HELCO and Refi loans making existing houses ATM
  • Alt-A loans – minimum or no documentation
  • Securitization and the finance bubble
  • 2007 Crisis Begins with Bursting of Housing Bubble Followed by Finance Sector Crisis on the Wall Street.
Growth of Economy due to the Bubble Growth
  • Housing triggers economic growth
  • With cheap money, failure rates fall; falling failure rates trigger more irresponsible lending
  • “We have no way to know a bubble till it bursts” – Alan Greenspan
  • “While the music plays, you have to dance” Charles Price, CEO Citi Group
  • 65 % home ownership in 2001, 69% in 2006
  • Sub-prime $ 145 billion in 2001 $ 625 billion in 2005
  • In 1998 Real Estate Agents 718,000; in   2006 1.37 million
  • In 2000 mortgage brokers 240,000; in  2006 418,700
  • By 2005, 40 % home purchases for investment or second homes
  • HELOC (Refi) increased from $ 59.1 Billion in 4th qtr 2001 to $ 206.7 billion in 3rd qtr 2004
  • In fall 2005, Mark Zilbert Miami Realtor launched www.condoflip.com with motto “bubbles are for washtubs”.
  • Mortgages $ 304 billion in 2001, $ 985 billion in 2004, $ 2.9 trillion in 2005.
  • ARM share 12 % of mortgage in 2001 to 19 % in 2004 to 31% in 2005
  • Foreclosure fell from 1.49 % in third quarter 2002 to less than 1 % in second quarter of 2005
  • 952 days without a bank failure since June 2004

September 2008 - Humpty Dumpty had a Great Fall
  • Bear Stearns folds up in March with high exposure to sub-prime losses
  • Dollar collapses in July 2008. Euro=$ 1.59
  • Oil at $ 147 a barrel
  • Nero fiddles “I am an optimist” – Bush in July 2008
  • Avalanche moves. In September, Fannie Mae and Freddie Mac are effectively taken over
  • Money market dries. Difference in LIBOR and US 90 days TBs rises to 345 basis points
  • Crisis of confidence in markets. Dow slides
  • Lehman in trouble. Paulson decides to let it fall. On 15th September, Lehman files for Bankruptcy
  • Panic ensues
  • AIG is effectively nationalized with Govt. pumping $ 85 bn in bail out against 80% stock of AIG. Total AIG funding $ 210 bn and counting
  • House passes TARP on second attempt Bailout Package of $ 700 billion
  • Meltdown is global – Systemic risk implodes
  • Dow at less than 6,500
  • On October 13th, government recapitalizes banks – total support over time $ 350 billion
  • In November Obama wins Presidency.
    •  
Let’s look at the factors which propelled the Bubble(s)

  • Capitalist Expansion and Ownership Society
  • Cultural and Political Changes Favoring Business Success
  • New Information Technology
  • Supportive Monetary Policy and Greenspan Put. Cheap money.
  • An Expansion in Media Reporting of Business News
  • Analysts’ Optimistic Forecast. Role of rating agencies.
  • The Expansion of Defined Contribution Pension Plans (401 (k))
  • The Growth of Mutual Funds
  •  Expansion of the Volume of Trade: Discount Brokers, Day Traders and Twenty-Four-Hour Trading
  • The Rise of Gambling Opportunity. Refinancing and flipping
  • Financial innovation. Securitization, packing, repacking, slicing, debt. Alphabet soup of ARM, MBS, ABS, CLO, CDO, CDO squared, cubed, Synthetic CDO, CDS, Alt-A, SIVs, conduits.
  • Global liquidity and global market for debt paper.
  • Enhanced risk taking due to low failure rate. Sub-prime lending
  • Baseless optimism on continued rise in prices
  • Moral Hazard
  • Global savings glut (Chinese fund  American Excesses)
  • Iraq and Afghanistan Wars (Chinese pay for it)
  • Absence of regulation
  • Domino effect
  • Rising Inequality of Income – Middle Class Squeeze. Let them eat credit.
  • Increasing gap between rising productivity and constant remuneration. 

Further readings

Thursday, November 1, 2012

Why Non- Indian's are not very successful in leading Indian IT companies?

This writeup is not an analysis but an attempt to demonstrate the reason through a short story.. All names are fictitious and no such company exits to best of my knowledge. 


In May 2009, after a stint as Director of a multinational company, Andrew Tan decides to move on to join an Indian software giant, Stylus Consultancy. His vast experience of 20 years has given him the chance to be appointed as Head of Asia Pacific region. He was happy to get a one year grace period to prove his mettle and improve the declining market share of Stylus in Asia Pacific. His immediate goal was to amalgamate himself to the working culture of the company and build a rapport with the management of Stylus. 

His appointment was not liked by Rajan who is the present deputy head and is being with the company for last 22 years, having experience working on various positions and markets. Being so long in the organization he is acquainted with the organization philosophy and is also close to the senior management team. He was under the pretense to be next Head of Asia Pacific region and often boasted that he has seen it all and nobody knows more than him about the company.

Andrew was out rightly rejected by Rajan and other peers and kept telling him that “we have seen many as you coming and leaving the company within a year”. He being a winner throughout is professional career took this as a challenge. Andrew realized that though his job is to generate sales, he needs to work very closely to the operations team which is largely Indian workforce. He soon found that the though the company is global with operation in more than 100 countries, the style of management is still very much local to India.

Initially it was really difficult for Andrew, to understand the working culture and the dynamics of Stylus, and found it extremely difficult to generate enough enthusiasm in his immediate subordinates to support him in his endeavors. Andrew was constantly challenged by Rajan on his initiatives and suggested on various occasions that this is bound to fail as he himself has tried something similar and it has been a disaster. Not only Ranjan will have non-cooperation attitude, he will also influence his other colleagues and create situations to prove that he is giving right inputs but Andrew is not taking steps in the interest of the company. Andrew worked hard for the first six months make his presence felt and also marginally increased the business volume. The business growth came mainly through his personal contacts which he built over years. 

Stylus being a giant and global has operations in about 100 countries but most of the focus for last 20 years has been in North America. As part of his induction Andrew was invited to look into the North American model. He observed that North America being the first mover’s has a matured models and company executives has built good rapport with the clients over the years. With the new wave of off-shoring which was mainly due to increasing cost of Indian labor force in the software sector; company has established itself as a niche player and is passing the cost advantage to its customer. North America has been the cash cow for the company and most of company’s resources and competent staffs are engaged to support the North American clients. 

Ajay Mallaya, Stylus CEO is one of the most aggressive CEO’s any software company has seen so far and he has been successfully growing the company at a rate of 50% percent for the last 5 years. Ajay has been contemplating that the US slowdown, with bleak chances of recovery will have negative impact to the company’s revenue and he needs to find new avenues fast. During his visit in December 2009 at Asia Pacific headquarters, he gave a tough task to Andrew to replicate the North American model in Asia Pacific and grow revenues by 50% year on year keeping the gross margin more than 40%. Ajay believes everything is possible if there is will and ‘something is not possible’ is not in his dictionary. Ajay has been ruthless in changing the management team if goals are not met. 

Andrew knows he has only six more months to prove himself. He sat in his office late that day wondering. Most of his time till now in Stylus has been focused on travelling to various countries, to meet the team, build a rapport and make his presence felt. Andrew is caught completely unaware of this new challenge. He has never failed before and was in dilemma how to prove himself. He brought down all his experience and started to on work his plan. He identified the major markets to be China, Singapore, Japan and Honk Kong. Other potential markets are Malaysia and Indonesia. The dilemma was how to penetrate the market given the fact that Stylus has not done well in these markets before. His experience of working in China has been quite challenging and selling software in China is even a bigger challenge. Japan being a major economy as negligible software outsourcing and also the language and culture poses a big barrier. Only a handful of Stylus employees know how to deal with Japanese. Doing business in Malaysia and Indonesia has its own challenges as company has very strict ethical policies which are to be complied with. All expenses incurred in business developed are to be audited for and business does not come easy in this region without giving a cut to the clients or pay through agents indirectly. Stylus has not invested enough time and resources to build strong relationship in this region in the past. Few of the other challenges he thought about is rampant software piracy and customer’s not paying in time or not paying at all. Further to this there is fierce completion from other international players and over the years, Philippines and China have grown their own talent and giving a tough time to Indian software exporters. Stylus like most of the other Indian software giants is good in software services but not strong in software products. The cost of service offering to Asia Pacific, barring Japan has to be very competitive and Andrew knows that Stylus is not a cheap software supplier. 

Stylus has been doing well in English speaking countries but doing well in these nations which requires different language skills and adapting to the culture is a big shift. Considering most of the Indian work force is not equipped to handle these languages and culture, Andrew gets into deep thoughts and more he thinks he is more worried. He decides to call Rajan to discuss and brainstorm the future plan and knowing the equation well Andrew is not prepared to share his concerns. Rajan seemed professional and shared some of his concerns but gave him very vague and hypothetical solutions on how to develop the market. Rajan draws up a training plan to get the Indian software professionals train on local culture and language. Draws an aggressive selling plan to travel and meet prospective clients over the next 90 days. Andrew was thinking how he can go about it without having an understanding of client’s needs and agenda. None of the solutions seems to bear fruit in short term. Andrew knows very well that Rajan is waiting for the opportunity for him to fail.

Andrew is thinking deeply how a global company like this did not have a long term plan demands to change the game overnight. He is running out of options and is very sure that whatever he does will not meet the set targets. The words “we have seen many of you coming and leaving the company within a year” is echoing in his mind. He has been a winner always and first time in his career he is afraid to loosing. On his way back to his home Andrew is weighing his options whether to go back to CEO and tell the facts and get fired or leave the company and move on.

Question: Should Andrew continue this challenge?