Dec 8, 2011

The hopeful continent

Just came across an interesting article on the rise of Africa - below is an excerpt......
Over the past decade six of the world’s ten fastest-growing countries were African. In eight of the past ten years, Africa has grown faster than East Asia, including Japan. Even allowing for the knock-on effect of the northern hemisphere’s slowdown, the IMF expects Africa to grow by 6% this year and nearly 6% in 2012, about the same as Asia.

The commodities boom is partly responsible. In 2000-08 around a quarter of Africa’s growth came from higher revenues from natural resources. Favourable demography is another cause. With fertility rates crashing in Asia and Latin America, half of the increase in population over the next 40 years will be in Africa. But the growth also has a lot to do with the manufacturing and service economies that African countries are beginning to develop. The big question is whether Africa can keep that up if demand for commodities drops.

Copper, gold, oil—and a pinch of salt
Optimism about Africa needs to be taken in fairly small doses, for things are still exceedingly bleak in much of the continent. Most Africans live on less than two dollars a day. Food production per person has slumped since independence in the 1960s. The average lifespan in some countries is under 50. Drought and famine persist. The climate is worsening, with deforestation and desertification still on the march.

Some countries praised for their breakneck economic growth, such as Angola and Equatorial Guinea, are oil-sodden kleptocracies. Some that have begun to get economic development right, such as Rwanda and Ethiopia, have become politically noxious. Congo, now undergoing a shoddy election, still looks barely governable and hideously corrupt. Zimbabwe is a scar on the conscience of the rest of southern Africa. South Africa, which used to be a model for the continent, is tainted with corruption; and within the ruling African National Congress there is talk of nationalising land and mines (see article).

Yet against that depressingly familiar backdrop, some fundamental numbers are moving in the right direction (see article). Africa now has a fast-growing middle class: according to Standard Bank, around 60m Africans have an income of $3,000 a year, and 100m will in 2015. The rate of foreign investment has soared around tenfold in the past decade.

China’s arrival has improved Africa’s infrastructure and boosted its manufacturing sector. Other non-Western countries, from Brazil and Turkey to Malaysia and India, are following its lead. Africa could break into the global market for light manufacturing and services such as call centres. Cross-border commerce, long suppressed by political rivalry, is growing, as tariffs fall and barriers to trade are dismantled.

Africa’s enthusiasm for technology is boosting growth. It has more than 600m mobile-phone users—more than America or Europe. Since roads are generally dreadful, advances in communications, with mobile banking and telephonic agro-info, have been a huge boon. Around a tenth of Africa’s land mass is covered by mobile-internet services—a higher proportion than in India. The health of many millions of Africans has also improved, thanks in part to the wider distribution of mosquito nets and the gradual easing of the ravages of HIV/AIDS. Skills are improving: productivity is growing by nearly 3% a year, compared with 2.3% in America.

All this is happening partly because Africa is at last getting a taste of peace and decent government. For three decades after African countries threw off their colonial shackles, not a single one (bar the Indian Ocean island of Mauritius) peacefully ousted a government or president at the ballot box. But since Benin set the mainland trend in 1991, it has happened more than 30 times—far more often than in the Arab world.

Population trends could enhance these promising developments. A bulge of better-educated young people of working age is entering the job market and birth rates are beginning to decline. As the proportion of working-age people to dependents rises, growth should get a boost. Asia enjoyed such a “demographic dividend”, which began three decades ago and is now tailing off. In Africa it is just starting.

Having a lot of young adults is good for any country if its economy is thriving, but if jobs are in short supply it can lead to frustration and violence. Whether Africa’s demography brings a dividend or disaster is largely up to its governments.

More trade than aid
Africa still needs deep reform. Governments should make it easier to start businesses and cut some taxes and collect honestly the ones they impose. Land needs to be taken out of communal ownership and title handed over to individual farmers so that they can get credit and expand. And, most of all, politicians need to keep their noses out of the trough and to leave power when their voters tell them to.
Western governments should open up to trade rather than just dish out aid. America’s African Growth and Opportunity Act, which lowered tariff barriers for many goods, is a good start, but it needs to be widened and copied by other nations. Foreign investors should sign the Extractive Industries Transparency Initiative, which would let Africans see what foreign companies pay for licences to exploit natural resources. African governments should insist on total openness in the deals they strike with foreign companies and governments.

Oct 30, 2011

Google's Halloween Home Page

I just checked out the Google home page, to see what they would come up with, for Halloween. I have to admit - I really like what they did with their home page - link here: http://www.google.com/webhp?hl=en

Really creative stuff....

Oct 22, 2011

Okay - Groupon's IPO is on, really......

So, looks like Groupon is finally going through with it's IPO offering afterall. According to the Wall Street Journal

"Groupon will in fact be listed on the Nasdaq under the symbol “GRPN,” with shares starting between $16 to $18. The Chicago-based venture has also set a date for Friday, November 4th for its IPO with an updated plan to raise up to $621 billion, meaning the company will be valued at up to $11.4 billion"


Earlier this year, the company had planeed to raise less than $1B, so clearly it's valuation has gone up considerably.

I'm still amazed by it's high valuation, given it's business model and balance sheet. The US Financial markets have been very unstable all year, so there's no telling how it's IPO will land. Should be interesting to see what happens, come early November.

Oct 19, 2011

Even Great Leaders Sometimes Make Poor Decisions

I've heard that great leaders are often sound decision makers. Truth is anyone can make a poor decision in the heat of the moment, or with limited information. Perhaps, great leaders are very good at leveraging the outcomes of good decisions and dealing with the repercussions of bad ones. I came across a great article on ZDNet – called “all time worst tech industry exec decisions. I’ve selected a few of them for this piece – below.

IBM, Digital & Microsoft
In the late 1970's, a small team within IBM began development of its legendary 5150 PC, which recently had its 30th anniversary. But to run this PC, IBM needed an operating system.
At the time, there was only one serious contender, Digital Research's CP/M, which ran on a number of early personal computers including the Apple ][, The Osborne and the Kaypro, all of which had substantial market share in a small but quickly growing industry.
In 1980, Under the direction of CEO John Opel, IBM attempted to contact Digital Research's founder and CEO, Gary Kildall, to license CP/M for use on the 5150 and other future PCs, but when negotiations failed, IBM went looking for another suitor.
Bill Gates, Steve Ballmer and Paul Allen at Microsoft, seeing an opportunity in the making, approached a tiny software company, Seattle Computer Products, which had an x86-compatible OS which used a similar command interpreter to CP/M called 86-DOS. Microsoft purchased the OS and perpetual usage rights, which they then re-christened as "DOS", for a mere $75,000.
After negotiating an almost unheard of non-exclusive licensing agreement with IBM, the company would be established as the leader in personal computer software for decades to come.
Microsoft's MS-DOS would go on to sell tens of millions of licenses, and the software business for Windows and related follow-on products that Microsoft would generate which would build upon it would turn the company into an industry giant.

Digital Research could very well have had the same licensing deal and IBM could have imposed stricter licensing terms on MS-DOS, or could have purchased either of the two companies outright, giving the company an exclusive. But it was not to be.
Digital Research's CP/M became an also-ran and the company eventually attempted to produce it's own DOS clone, DR-DOS, which although having a number of technical improvements over Microsoft's OS, was a dud. It was eventually sold to Novell, then Caldera and then later on became the property of SCO.
Eventually, the highly competitive MS-DOS based PC clone business made Digital Research's CP/M irrelevant and also would eventually force IBM to exit their own PC business in the late 1990s and early 2000's.


Carly Fiorina, Hewlett-Packard: Compaq Merger
While the Itanium partnership with Intel surely started HP down the road to hell, it was accelerated in 2001 when HP, under the guidance of CEO Carly Fiorina decided to merge with Compaq in a $25 billion dollar deal.

Many large shareholders opposed the merger, including Walter Hewlett, the company's outspoken director and son of the company's co-founder, who engaged in a proxy battle in an attempt to prevent it. The prime objection was that Compaq had many overlapping product lines and would get the company involved in the low-margin PC business that its main competitor, IBM, was already in the process of exiting.
Under Carly Fiorina's reign, the merged "New" HP lost half of its market value and the company incurred heavy job losses. Fiorina stepped down in 2005.

Since the Compaq merger, HP has endured numerous problems with failed initiatives, dubious acquisitions (3COM, EDS) and has been plagued with ineffective management, including two major ethics scandals that have forced Chairwoman Patricia Dunn and CEO Mark Hurd to resign. The PC business that HP gained from the Compaq merger is now in the process of being spun off, after losing money in the face of tremendous low-margin industry competition.


Jerry Yang Plays Hard To Get with Microsoft; Carol Bartz Gets Screwed
Yahoo! grew rapidly during the early 1990's as one of the first search engine companies and went on a steady path of acquiring smaller Web companies and offering other Internet portal services such as financial news, web and image hosting (such as Flickr) but its failure to adapt to competitive forces, notably the rise of Google and FaceBook, caused the company's revenue to go into decline as it was unable to monetize these properties effectively.

Looking to expand its online presence, Microsoft made an unsolicited offer to purchase Yahoo! Inc. In February 2008 for approximately $47 billion. CEO and co-founder Jerry Yang, playing hard-to-get, formally rejected the bid, stating that it "substantially undervalued" the company and was not in the interest of shareholders.

Weeks of back-and-forth of highly publicized meetings between the two companies resulted in a standoff.

Shareholder and Yahoo! investor Carl Icahn attempted to patch things up in a last ditch attempt to get the Redmond-based software giant to come back to the table and attempted to force Yang out via a board room coup, but Microsoft CEO Steve Ballmer had enough and walked away completely exasperated, directing his company to create its own search engine and web properties under the Bing and Windows Live brands.

The company entered a round of heavy layoffs in 2008 following the failed merger attempt with Microsoft, and the market value of the company went into steep decline. As of September 2011, the market capitalization of Yahoo! Inc. has plunged to a low of $17.66 Billion, a far cry from Microsoft's original offer of $47 Billion. Jerry Yang eventually found himself ousted and replaced with the very dynamic and outspoken CEO Carol Bartz in 2009, who ironically ended up entering a partnership agreement with Microsoft in a 10-year deal to use Bing as the search engine for Yahoo!.
Carol Bartz tried desperately to improve Yahoo's business, but was unable to turn the company around, whose initiatives had little support from her Board, and her tenure was marked by yet another round of heavy layoffs. On September 6, 2011, the Yahoo CEO picked up her iPad and sent a broadcast email her employees, notifying them that the Chairman of the Board of Directors had just fired her via prepared company statement during an impersonal, cowardly phone call.

While Steve Ballmer and Microsoft's investors are probably quite happy in retrospect that they walked away, for Yahoo, it will always permanently scar the company for what might have been because Jerry Yang decided to play hard-to-get -- and it is questionable at this point the the company will ever recover.

May 29, 2011

Study Trip To Ghana

I recently co-led study tour trip to Ghana with 24 other students from the University of Washington's Leadership MBA program. In planning this Global Study Tour, our primary goal was to provide aspiring leaders with first hand opportunities to learn how global business leaders approach key challenges and take advantage of new opportunities.

We chose Ghana for several reasons including her rich culture and history, economic climate, access to industrial sectors and favorable public relations and political climate. We met and engaged with senior level executives of large, thriving indigenous and multinational organizations.

Study Tour Initiative
1. Company Visits: Meet with Senior Business Leaders – discuss challenges & opportunities
2. Visit Educational Institutions: Leadership Symposiums
3. Non-Government Organizations: Focus on Micro Finance
4. Cultural Activities: Visit key tourist sites such as Cape Coast, Ashanti King Palace, Kente Village and learn the Adowa dance.

By interacting with executives and observing company practices, UW Students learned firsthand knowledge of challenges and opportunities involved in driving business initiatives across international markets. Ultimately students from the UW MBA program returned to the USA with a better understanding how national and multi-national organizations operate in a global business environment. A second goal of the study tour was to provide students the opportunity to experience a foreign culture first-hand through music, customs, cuisine, and architectural sights. The tour provided us with opportunities to learn about new cultures with fellow peers, student leaders, and the faculty representative.

The tour also yielded some key insights on that impact Microsoft in Ghana/WECA. Most notably :
- Competitive Landscape – Google is the new “Cool”
- Potential increase in revenue due to influx of foreign investments
- Ghana is expected to have the fastest growing economy in 2011 – World Bank
- Potential partnerships with Telecommunication providers to deploy cloud and hosted services
- Emerging business opportunities with Mobile apps
Clearly the West African region presents very compelling business opportunities for local and multi-national organizations. Ghana in particular, is poised for very strong economic growth, driven in large part by incremental revenue from it's key natural resources - Oil, Cocoa and Gold

Apr 24, 2011

So, How Did The 2011 Superbowl Ads really do?

Here's the ranking of this year's Super Bowl ads - according to USA Today.

Bud light and Doritos tied for the top Super Bowl commercial as selected by consumer panelists rating the ads as they aired in the game for USA TODAY'S 23rd annual exclusive Ad Meter. Both starred dogs acting like, well, people.

My personal favorite is the Audi ad, suprisingly it ranked 20th out of 61 ads.

Mar 24, 2011

Visit to Vestergaard Frandsen

Yesterday, we met with Michael Steen Lunde, the regional director for Vestergaard Frandsen, in West Africa.

Vestergaard Frandsen is a Europe-based international company specialising in complex emergency response and disease control products. It is guided by a unique Humanitarian Entrepreneurship business model, whose "profit for a purpose" approach has turned humanitarian responsibility into its core business.

Michael share some great insights on the work that Vestergaard is doing, in Africa. Two really great products which are saving lives all around the world. The PermaNet Mosquito net and the Life Straw water filter are two of the key products manufactured and sold exclusively by Vestergaard. The organization focusses on

Vestergaard Frandsen is committed to saving lives from easily preventable diseases. The company focusses on a core set of targeting key diseases with products which help prevent the spread of such diseases.

Mar 13, 2011

Day 2, In Ghana.......

Our team toured the city of Accra today – we drove through old and new Accra and learnt about the history of this great nation.

We visited the home of W.E.B Du Bois, in Accra and learnt about his role in helping Ghana achieve it’s independence.

Next – we visited the final resting place of Ghana’s first President. Finally – we visited Ghana national museum and learnt about the history of Ghana, it’s people, it’s culture.