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23/11/2008 | Modern management - All you need is cash

The Economist Staff

The increasingly desperate search for the stuff is changing modern management—not always for the better.

 

Seldom has corporate strategy been turned on its head so quickly. Barely a year ago, cash was a dangerous thing to accumulate: activist investors stalked companies, urging boards to return it to investors, to pay special dividends or to buy back shares. Ever since the 1980s the fashion had been to make companies as lean as possible, outsourcing all but your core competencies, expanding your just-in-time supplier system around the globe, loading up with debt to “leverage” your balance-sheet. Old-style defensive conglomerates, such as Arnold Weinstock’s General Electric Company, were dismantled. Companies that hoarded cash—even ones as good as Toyota and Microsoft—were viewed with suspicion.

No longer. For many big American companies, the day of reckoning came two months ago when the deepening financial crisis brought about the abrupt closure of the overnight commercial-paper market. This briefly sent even the most solid companies into a desperate scramble to find money to meet such basic obligations as paying their staff. Since then, the guiding principle for managers everywhere has been to gather up whatever cash they can find, and then do their damnedest to keep as much of it as possible for as long as possible.

For some firms—the investment banks or the Detroit carmakers—this struggle is already a very public affair. But most of the panic is still hidden. In Britain solid corporate giants are finding it harder to roll over routine loans. Across Europe nervous accountants say they will need to see more proof that firms are “going concerns” before they sign off year-end accounts. In America Fortune 500 firms now face questions from investors about how long their cash will last at current “burn rates”. In Silicon Valley, Sequoia, a venture-capital firm, recently told the small businesses in which it has invested to treat every dollar as if was the last they would ever raise, to cut jobs and scale back growth plans that were not immediately “cashflow-positive”. And the emerging world is not immune: witness a stiff e-mail from Ratan Tata to managers at India’s bellwether Tata group telling them to undertake “a critical review of their cashflow requirements and business plans”.

Thrift and its paradoxes


This cash squeeze is a huge problem for the world economy, because as firms cut discretionary spending wherever they can, the result is likely to be a corporate version of what John Maynard Keynes called the “paradox of thrift”. Every firm does what is prudent for itself, but by cutting its spending it slows down the economy still further and thus hurts everybody, including itself. This will only reinforce the need for expansionary monetary and fiscal policy (see article) to boost demand; and also for more direct support in credit markets, such as the Federal Reserve’s prop for the commercial-paper market (already tapped by some large American firms).

These are vital tasks for politicians and regulators, but for managers the paradox works the other way: spending money might be in society’s interests, but not in their shareholders’. For a whole generation of bosses, what they do in the next few months may come to define the rest of their careers.

For the few lucky hoarders, this is a time to feel both smug and predatory. Japanese firms have been able to make $71 billion in foreign acquisitions so far in 2008, which is on track to be a record year. Bill Gates thought his company should have enough cash to survive a year with zero sales: its $21 billion pile now gives it even more options than normal. Cash-rich drugs firms, such as Eli Lilly, Roche, Merck and Bristol-Myers Squibb, have all said that the financial turmoil presents an opportunity for them to buy biotechnology companies at knock-down prices. Germany’s Siemens plans to provide finance for customers that are strapped for cash. A study, aptly from Citigroup (which axed 52,000 people this week), shows cash hoarders now outperforming indebted firms, having lagged before.

For the non-hoarders, there is a balance to be struck. In the short term some of the old ways to perk up your share price now seem suicidal. Huge dividends or share buybacks have to be regarded as reckless (even though share prices, as Warren Buffett points out, look cheap). What was once seen as evidence of corporate fitness for the moment looks like anorexia. More padding—in the form of cash in the bank—will be necessary to secure a clean bill of health. Likewise, ultra-lean supply chains no longer look like such a brilliant idea when you have to find cash to keep afloat a supplier that cannot get even basic trade credit. “Just in time” is giving way to “just in case”.

The bloodbath or the death spiral?


But for how long? This new conservatism is not solely motivated by the fact that cash is hard to come by; demand is also falling for most firms’ products. Households and firms alike have hit the pause button, and no one knows when they will press “play” again. Companies need to plan for that day as well.

As in every downturn, who succeeds and who fails is likely to be determined not by what costs are cut, but how they are cut and above all which ones are not cut. There is a hint of blind panic about some redundancies. Companies argue that one big swing of the axe does less harm than what Sequoia calls the “death spiral” of successive morale-sapping rounds of modest job cuts. But firms that get a reputation for too readily offloading people whom they described only recently as “our most important assets” will suffer eventually in the labour market. One reason why downturns tend to be good times to launch new businesses is because established companies abandon promising growth opportunities too fast. Oracle and Microsoft were both born in difficult economic times.

And there will also come a time when the necessity to safeguard cash is not so all-consuming. Rash though some of them seem today, the Western management fads of the past 30 years improved productivity (one year’s outperformance does not prove the Japanese model was right). But even if cash does become more plentiful, it is doubtful whether today’s generation of managers will be quite so cavalier about taking it for granted. That change in attitude, more than anything else, will be the legacy of this credit crunch for the corporate world.

The Economist (Reino Unido)

 



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25/01/2010|
20/01/2010|
20/01/2010|
16/01/2010|
16/01/2010|
15/01/2010|
15/01/2010|
11/01/2010|
11/01/2010|
10/01/2010|
07/01/2010|
03/01/2010|
03/01/2010|
03/01/2010|
17/12/2009|
15/12/2009|
15/12/2009|
13/12/2009|
13/12/2009|
28/11/2009|
28/11/2009|
28/11/2009|
28/11/2009|
27/11/2009|
27/11/2009|
27/11/2009|
27/11/2009|
27/11/2009|
27/11/2009|
21/11/2009|
21/11/2009|
18/11/2009|
18/11/2009|
16/11/2009|
16/11/2009|
30/10/2009|
30/10/2009|
11/10/2009|
10/10/2009|
10/10/2009|
07/10/2009|
07/10/2009|
04/10/2009|
30/09/2009|
30/09/2009|
27/09/2009|
27/09/2009|
27/09/2009|
22/09/2009|
20/09/2009|
18/09/2009|
18/09/2009|
18/09/2009|
16/09/2009|
16/09/2009|
16/09/2009|
08/09/2009|
07/09/2009|
06/09/2009|
06/09/2009|
05/09/2009|
05/09/2009|
26/08/2009|
21/08/2009|
19/08/2009|
19/08/2009|
15/08/2009|
15/08/2009|
15/08/2009|
11/08/2009|
11/08/2009|
11/08/2009|
11/08/2009|
19/07/2009|
19/07/2009|
18/07/2009|
18/07/2009|
27/03/2009|
22/03/2009|
22/03/2009|
27/01/2009|
27/01/2009|
27/01/2009|
17/01/2009|
17/01/2009|
17/01/2009|
17/01/2009|
17/01/2009|
17/01/2009|
11/01/2009|
06/12/2008|
06/12/2008|
06/12/2008|
06/12/2008|
16/11/2008|
16/11/2008|
04/11/2008|
04/11/2008|
03/11/2008|
03/11/2008|
24/10/2008|
24/10/2008|
24/10/2008|
24/10/2008|
15/09/2008|
15/09/2008|
15/09/2008|
15/09/2008|
15/09/2008|
15/09/2008|
06/09/2008|
06/09/2008|
05/09/2008|
05/09/2008|
05/09/2008|
05/09/2008|
01/09/2008|
01/09/2008|
01/09/2008|
01/09/2008|
22/08/2008|
22/08/2008|
17/08/2008|
17/08/2008|
16/08/2008|
16/08/2008|
28/07/2008|
28/07/2008|
28/07/2008|
28/07/2008|
28/07/2008|
28/07/2008|
19/07/2008|
19/07/2008|
24/05/2008|
24/05/2008|
03/05/2008|
03/05/2008|
29/04/2008|
11/02/2008|
05/01/2008|
09/12/2007|
18/11/2007|
10/11/2007|
10/11/2007|
06/11/2007|
06/11/2007|
06/09/2007|
26/08/2007|
25/08/2007|
11/07/2007|
16/06/2007|
16/06/2007|
10/06/2007|
10/06/2007|
19/05/2007|
19/05/2007|
19/05/2007|
19/05/2007|
24/04/2007|
24/04/2007|
14/04/2007|
14/04/2007|
05/04/2007|
05/04/2007|
05/04/2007|
28/02/2007|
28/02/2007|
05/02/2007|
05/02/2007|
04/02/2007|
04/02/2007|
04/02/2007|
04/02/2007|
04/02/2007|
04/02/2007|
29/01/2007|
29/01/2007|
29/01/2007|
29/01/2007|
11/01/2007|
11/01/2007|
11/01/2007|
11/01/2007|
27/12/2006|
27/12/2006|
27/12/2006|
27/12/2006|
27/12/2006|
27/12/2006|
20/12/2006|
20/12/2006|
17/11/2006|
30/09/2006|
28/07/2006|
12/04/2006|
12/04/2006|
12/04/2006|
06/03/2006|
21/02/2006|
17/02/2006|
31/01/2006|
10/01/2006|
28/12/2005|
31/10/2005|
26/09/2005|
29/08/2005|
11/08/2005|
08/08/2005|
24/06/2005|
24/06/2005|
24/06/2005|
03/04/2005|
03/04/2005|
03/04/2005|
03/04/2005|

ver + notas
 
Center for the Study of the Presidency
Freedom House