Not for sale: Review of Professor Sandel's most recent book in the @FinancialTimes

FT.com</a>

Not for sale

Occupy Wall Street protesters in Zuccotti Park, New York, in October 2011©Ashley Gilbertson/VII

Occupy Wall Street protesters in Zuccotti Park, New York, in October 2011

What Money Can’t Buy: The Moral Limits of Markets, by Michael Sandel, Allen Lane RRP£20/Farrar, Straus and Giroux RRP$27, 256 pages

How Much is Enough? The Love of Money, and the Case for the Good Life, by Robert and Edward Skidelsky, Allen Lane RRP£20/Other Press, RRP$24.95, 256 pages

The economic collapse that followed the credit boom has sometimes felt like a marital betrayal. Here was a system, and an economic philosophy to underpin it, that was supposed to make us happy. For a while it did. Now, as financially pumped growth and ever-increasing house prices recede into memory, we realise what fools we were. Like the faithful spouse ignoring the warnings of friends, we wanted to believe in what, with the benefit of hindsight, could not be.

Sadder but wiser, we can now decide between giving the system another chance or leaving it behind in search of a better match. It is a choice that does not map conveniently on to the two main populist forces of the moment: the Tea Party and Occupy movements. Their different political hues, and those of their European equivalents, obscure the same underlying grievance. The Tea Party blames the government; Occupy blames big business. But ask a Tea Party supporter about his Medicare health benefits and he is not as opposed to government as he thinks. Nor can the Occupiers be described as revolutionaries. Their demands – for jobs and for more taxes on the rich and corporations – fall rather short of class warfare. In an op-ed article for this newspaper, Occupy London members quoted Hayek rather than Marx.

Few in either camp offer a radical critique. They agree that people have been cheated of what they deserve, even if they disagree on who deserves what. Their objection to contemporary capitalism is a materialistic one: that it falls short of its promise to create prosperity for all. They want that promise kept, not abandoned.

From that perspective, the main question must be how markets can yield the fairer outcomes we have been led to expect. Some recent studies – Finance and the Good Society by the Yale finance professor Robert Shiller, and Free Market Fairness by John Tomasi, a political philosopher at Brown University, being two notable examples – adopt just this approach. But what if the biggest problem is not capitalism’s failure to deliver on its promise but the promise itself?

In that case, the changes we need go far beyond tweaking economic incentives. Two new books that enter these darker waters and question the axioms of market capitalism are Michael Sandel’s What Money Can’t Buy and Robert and Edward Skidelsky’s How Much Is Enough?. Both want us to see our romance with capitalism as a Faustian bargain. The warning is that giving free rein to markets, even if they do deliver the material goods, comes at the cost of giving up a part of our soul.

For Sandel, a political philosopher at Harvard, we have “drifted from having a market economy to being a market society” – by which he means that we increasingly treat the important things in life merely as commodities available for purchase and sale. For Robert Skidelsky, the economic historian known for his biography of John Maynard Keynes, and his son Edward, an academic philosopher, the problem is material insatiability. The incessant quest for more – higher incomes, faster growth – is robbing us of the good life rather than helping us attain it. Both books argue that the faith in markets has surreptitiously undermined the things we care, or should care, most about.

Nobody would accuse either Sandel or the Skidelskys of being revolutionaries. They do not condemn capitalism and markets as such. But they are radicals in the true sense of the word: they ask us to rethink our view of markets to the roots. Indeed, they are more cogently radical than most avowed anti-capitalists. Their warning, which is reason enough to read both books, is that our ability – individual and collective – to pursue valuable lives has been undermined because a certain form of political philosophy, and in particular the influence of contemporary economic thinking, has numbed our understanding of what the good life is.

Both books set out their stall by drawing attention to different but equally startling sets of facts – facts that are obvious once you think about them. However, the problem is precisely that we do not think about them anywhere near enough.

The Skidelskys begin with “Keynes’s mistake” – such a clever argumentative springboard that I am surprised it has not, to my knowledge, been used before in this way. This is the Keynes not of the General Theory but of “Economic Possibilities for Our Grandchildren”, the 1930 essay that imagined the world liberal capitalism could produce a century hence. Keynes forecast a four- to eight-fold increase in the standard of living, which would put “the economic problem ... within sight of solution”. More concretely, this would mean being able to “satisfy our needs without having to work more than three hours a day. The possibility ... was that we would learn to use our extra leisure to live ‘wisely and agreeably and well’. ”

Keynes was spot-on about per capita economic growth, which averages 400 per cent across rich countries since he made the forecast. For hours worked, he missed the mark completely. People do work less than before, of course, but we are nowhere near swapping the nine-to-five for lives dominated by leisure.

This much is obvious. What is not obvious is why Keynes’ vision of society has not been realised, even though economic conditions now allow for it. As the Skidelskys’ title makes clear, they blame an obsession with growth. But that does not seem quite right. Productivity growth does not itself hinder the good life they advocate, nor policies to make it more attainable. The problem, as the authors admit, is the one lamented by moralists through the ages: seeing acquisitiveness not as a means to the good life but as an end in itself.

Sandel has no quarrel with growth; what worries him is commercialisation. As market norms encroach upon ever more extensive fields of human activity, more and more things are valued as if they were items to be priced. Sandel’s battery of facts is a freak show of commercial transactions that until recently would have been unheard of. For example, audience places to congressional hearings are allocated on a first-come-first-serve basis. But professional line-standing companies will hire someone to queue for you for what can be long hours of waiting overnight and outdoors. For a fee, lobbyists can then arrive shortly before a hearing starts and crowd the public audience seats.

What Money Can’t Buy is replete with examples of what money can, in fact, buy. South Africa allows sales of limited permits to shoot endangered black rhinoceros (which, defenders argue, gives landowners incentives to protect the species). In the viaticals and “life settlement” industries, investors buy the life insurance policies of the sick and elderly in the hope that they will die sooner rather than later. Investment banks are busy bundling such policies into securities known as “death bonds”. Sandel parades before our eyes the corporate-sponsored baseball commentary (“AT&T call to the bullpen”), the ticket tout market for papal masses, and the lady who had a casino’s website tattooed to her forehead for $10,000.

Coming from a lesser thinker or weaker writer, this would sound like an old man’s complaints that things are not the way they used to be. But Sandel has a genius for showing why such changes are deeply important – and why economists are wrong to be irritated by what they see as irrational opposition to market solutions.

Take the good of friendship, he offers. Suppose you are feeling lonely but you have money to spare. Why not pay for company? The answer, of course, is that while you can pay someone to do the things friends often do – come over for dinner, take care of the cat, listen to your love problems – that would not make the person your friend. On the contrary, doing such things in order to be paid is incompatible with being a friend. If it is bought, it is not friendship.

In the case of friendship, we can all see that the commercialisation of a relationship turns it into something else. Sandel’s point is that this may be true of many other things we value. Treating something as a good to be bought and sold for a price can corrupt its non-commercial meaning. A proposal by the law and economics scholar Richard Posner to let adoptive parents bid for the most popular adoptees (which was not implemented) would have demeaned the proper way of valuing children, as persons worthy of love and care. A plan to let people pay to jump the queue for the free tickets to New York’s Shakespeare in the Park (which was) degraded the event’s former meaning as a gift from the city to itself.

One may agree or disagree, depending on the case. What is striking, and what the Skidelskys also show, is how tone-deaf conventional economic thinking often is to reflections about value. No doubt this derives from the authors’ own experience with economists imperialistically wielding their method of social analysis and intellectually bamboozling policymakers.

Two questions remain unanswered, and they are huge. What to do? And what to do now – when people smarting from austerity can be forgiven for not seeing too much materialism as their main problem?

The Skidelskys make proposals whose lack of originality is no flaw. They advocate a universal basic income, consumption taxes and restraints on advertising. These are sensible enough policy ideas. But they seem inadequate as a response to “Keynes’s mistake”. After all, current policies do not hinder many of us from working less, contenting ourselves with “enough” and cultivating the good life. The problem is surely at least as much with our own attitudes as with public policy.

Sandel’s approach is more promising for being more modest. He calls merely for a willingness to discuss how we ought to value things. This is subtly different (though he may disagree) from choosing policies based on an idea of the good life. The dominant political and economic thinking may well now tell us that policy should not push any specific conception of how people ought to live their lives, only respect individuals’ rights and preferences. But that still leaves people free – indeed, it requires them – to exercise value judgments about what sort of life is most worth living. If they choose lives that seem morally impoverished, this is a problem that must be addressed through deliberation and education as much as by policy.

This is the best spirit in which to read these two books. It is also one that is less confrontational with respect to economics. I am not as convinced as these authors seem to be that market thinking is an enemy of value. Good economists seek to respect the values of individuals. They can be made to realise, and correct, some of the unwarranted implicit value judgments economic models often make. No doubt both Sandel and the Skidelskys are right that free-market economics has fallen short in realising what we truly value. But that is not a task from which economics should be excluded, but rather one in which we should enlist its help the better to achieve.

Martin Sandbu is the FT’s economics leader writer and author of ‘Just Business: Arguments in Business Ethics’ (Prentice Hall)

Posted
 

Is @richkarlgaard the new William Buckley? The Future Is More Than Facebook in the @wsj

WSJ.com

Rich Karlgaard: The Future Is More Than Facebook

By RICH KARLGAARD

In March 1986, Microsoft ended its first day as a public company with a market capitalization of $780 million. Its value grew more than 700 times that over the next 13 years and made Bill Gates, in 1999, the richest man ever with a net worth of $101 billion. When Facebook goes public this Friday its market cap could easily hit $100 billion, bringing founder Mark Zuckerberg's net worth to more than $18 billion. That's about 50 times what Mr. Gates was worth after Microsoft's IPO.

Facebook's big payday should be cause for celebration in a liberal democracy. Instead it has provoked two kinds of anxiety. Both imply America's best days are over.

The first is that America's innovation engine, Silicon Valley, is again overheating. Evidence: Last month Facebook swapped $1 billion in pre-IPO shares and some cash for Instagram, a two-year-old start-up with 11 employees and no revenue. A week later, another Silicon Valley start-up called Splunk, slyly allied with the decades's two hottest buzz generators—cloud computing and big data—went public at a $1.5 billion value on just $121 million in sales this year. Yet shareholders swooned for Splunk and bid up its $17 IPO share price to $37 in the first two days of trading.

This has to be a bubble, right?

The second worry is that only a certain kind of company is getting rich in the Obama economy. These are outfits that make algorithms—bits of software code cleverly strung together to take the form of an iPhone operating system, a LinkedIn social network, or a proprietary trading scheme.

The modern-day code rockers are not mere nerds, either. They form an Algorithmic Army of slightly surreal folks like, well, Mr. Zuckerberg. They seem to be pale men with oddly flat voices and faraway gazes who prefer to hide out in the bathroom during the IPO roadshow. When finally coaxed onto the stage to face investors, the great Zuckerberg appeared in a hoodie.

That can't be America's future, can it?

The debate about whether America will own the global economy in the 21st century or else become a dude ranch for rich Chinese and Brazilians hinges on whether innovation can break out of the box. Can it go mainstream and transform the really big things: transportation, energy, electricity, food production, water delivery, health care and education?

karlgaard
Bloomberg

Facebook founder and CEO Mark Zuckerberg

If it can't do that—or if it is thwarted by high taxes and complex regulation—then welcome to the new normal of 2% annual growth. Our future will become sadly familiar. Just follow Spain, France and Great Britain down history's sinkhole of lost status and influence.

But America can do better than that, and it will. In fact, the seeds are being planted now. In Silicon Valley, investing in social-media companies is already passé. Last year, as private investors were bidding up Facebook's valuation to $100 billion, the veteran Silicon Valley investor Roger McNamee said "the next 500 social-media companies will lose money." He's broadly right. The time to make big returns in Facebook and in social media has passed.

There's a growing interest among bright minds to apply "exponential technologies" (the phrase used by Ray Kurzweil and Peter Diamandis, founders of Singularity University) to solve problems much larger than whom to friend on Facebook. Transportation is one of those big deals. Would you rather own a car, an iPad or a Facebook membership? Thought so. By 2050 the planet will have nine billion inhabitants and three billion cars. This will create huge demand for fuel and road access.

Silicon Valley's biggest new thing, therefore, is not Instagram or Splunk but Google's robot-driven car. The Google car is only four years old. In 2008, it could barely get around pylons in a parking lot. Last year it got down San Francisco's snaky Lombard Street with no human driver and today it races over mountain passes with only R2-D2's second cousin behind the wheel. This rate of progress is normal in the algorithmic world, but it is new in the physical world.

Manufacturing? America will own the mid-21st century. Geopolitical instability and rising oil prices will wreck the late 20th-century rationale for outsourcing. Chinese labor costs are rising 20% a year while robotic costs are dropping by 30% a year. Do the math.

"Made in the USA" is set to have a major comeback. The showstopper will be 3-D printing, which makes physical objects from a digital file. It will turn our artists into artisanal manufacturers and reward American-style creativity.

Energy? America's natural-gas and shale oil boom will bridge us to 2030 or so when solar energy and algae-based fuels will be closer to market parity and begin to make a real contribution. As long as I'm on the topic of the natural-gas boom, what key technology made this happy surprise possible? High-tech horizontal drilling. Who knew? We were all too busy fiddling with our iPhone apps to see it coming.

Question: If America could have only one of the following—Facebook, Twitter or horizontal drilling—which would be the smarter choice?

Happily, we don't have to make that choice. America remains the world's innovator, a country without limits.

Mr. Karlgaard is publisher of Forbes.

Posted
 

Five Things The C-Suite Should Know About Big Data CIO.com

CIO.com

Five Things CIOs Should Know About Big Data

CIO

#1 You will need to think about big data.

Big data analysis got its start from the large Web service providers such as Google, Yahoo and Twitter, which all needed to make the most of their user generated data. But enterprises will big data analysis to stay competitive, and relevant, as well.

You could be a really small company and have a lot of data. A small hedge fund may have terabytes of data, said Jo Maitland, GigaOm research director for big data. In the next couple of years, a wide number of industries--including health care, public sector, retail, and manufacturing--will all financially benefit by analyzing more of their data, consulting firm McKinsey and Company anticipated in a recent report.

There is an air of inevitability with Hadoop and big data implementations, said Eric Baldeschwieler, chief technology officer of Hortonworks, a Yahoo spinoff company that offers a Hadoop distribution. It's applicable to a huge variety of customers. Collecting and analyzing transactional data will give organizations more insight into their customers' preferences. It can be used to better inform the creation of new products and services, and allow organizations to remedy emerging problems more quickly.

#2 Useful data can come from anywhere (and everywhere).

You may not think you have petabytes of data worth analyzing, but you will, if you don't already. Big data is collected data that used to be "dropped on the floor," Baldeschwieler said.

Big data could be your server's log files, for instance. A server keeps track of everyone who checks into a site, and what pages they visit when they are there. Tracking this data can offer insights into what your customers are looking for. While log data analysis is nothing new, it can be done don to dizzying new levels of granularity.

Another source of data will be sensor data. For years now, analysts have been speaking of the Internet of Things, in which cheap sensors are connected to Internet, offering continual streams of data about their usage. They could come from cars, or bridges, or soda machines."The real value around the devices is their ability to capture the data, analyze that information and drive business efficiencies," said Microsoft Windows Embedded General Manager Kevin Dallas.

#3 You will need new expertise for big data.

When setting up a big data analysis system, your biggest hurdle will be finding the right talent who knows how to work the tools to analyze the data, according to Forrester Research analyst James Kobielus.

Continue Reading

Page 2

Big data relies on solid data modeling. Organizations will have to focus on data science, Kobielus said. They have to hire statistical modelers, text mining professionals, people who specialize in sentiment analysis. This may not be the same skill set that todays analysts versed in business intelligence tools may readily know.

Such people may be in short supply. By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions, McKinsey and Company estimated.

Another skill you will need to have on hand is the ability to wrangle the large amounts of hardware needed to store and parse the data. Managing 100 servers is a fundamentally different problem than handle 10 servers, Maitland pointed out. You may need to hire a few supercomputer administrators from the local university or research lab.

#4 Big data doesn't require organization beforehand

. CIOs who are used to rigorously planning out every sort of data that would go into an Enterprise Data Warehouse (EDW) can breathe a little easier with big data setups. Here, the rule is, collect the data first, and then worry about how you will use it later.

With a data warehouse, you have to lay out the data schema before you can start laying in the data itself.  "This basically means you have to know what you are looking for beforehand," said Jack Norris, vice president of marketing for MapR. As a result, "you are flattening the data and losing some of the granularity," he said. "Later on, if you change your mind, or want to do a historical analysis, you've limited yourself."

"You can use a [big data repository] as a dumping ground, and run the analysis on top of it, and discover the relationships later," Norris said. Many organizations may not know what they are looking for until after they've culled the data, so this kind of freedom "is kind of big deal," he said.

#5 Big data is not only about Hadoop.

When people talk about big data, most times they are referring to the Hadoop data analysis platform. "Hadoop is a hot button initiative, with budgets and people being assigned to it," in many organizations, Kobielus pointed out. Ultimately, however, you may go with other software.

Recently legal research giant LexusNexus, no slouch at big data analysis itself, open sourced its own platform for analysis, HPCC Systems. MarkLogic has also outfitted its own database for unstructured data, the MarkLogic Server, for big data style jobs as well. Another tool gaining favor is the Splunk search engine, which can be used to search and analysis data generated by machines, such as the log files from a server. "Whatever data you can extract from your logs, there is a good chance that Splunk can help," noted Curt Monash of Monash Research.

Posted
 

Friedman: This Column Is Not Sponsored by Anyone cc @equalman @jbordeaux @s2barry

This Column Is Not Sponsored by Anyone

PORING through Harvard philosopher Michael Sandel’s new book, “What Money Can’t Buy: The Moral Limits of Markets,” I found myself over and over again turning pages and saying, “I had no idea.”

I had no idea that in the year 2000, as Sandel notes, “a Russian rocket emblazoned with a giant Pizza Hut logo carried advertising into outer space,” or that in 2001, the British novelist Fay Weldon wrote a book commissioned by the jewelry company Bulgari and that, in exchange for payment, “the author agreed to mention Bulgari jewelry in the novel at least a dozen times.” I knew that stadiums are now named for corporations, but had no idea that now “even sliding into home is a corporate-sponsored event,” writes Sandel. “New York Life Insurance Company has a deal with 10 Major League Baseball teams that triggers a promotional plug every time a player slides safely into base. When the umpire calls the runner safe at home plate, a corporate logo appears on the television screen, and the play-by-play announcer must say, ‘Safe at home. Safe and secure. New York Life.’ ”

And while I knew that retired baseball players sell their autographs for $15 a pop, I had no idea that Pete Rose, who was banished from baseball for life for betting, has a Web site that, Sandel writes, “sells memorabilia related to his banishment. For $299, plus shipping and handling, you can buy a baseball autographed by Rose and inscribed with an apology: ‘I’m sorry I bet on baseball.’ For $500, Rose will send you an autographed copy of the document banishing him from the game.”

I had no idea that in 2001 an elementary school in New Jersey became America’s first public school “to sell naming rights to a corporate sponsor,” Sandel writes. “In exchange for a $100,000 donation from a local supermarket, it renamed its gym ‘ShopRite of Brooklawn Center.’ ... A high school in Newburyport, Mass., offered naming rights to the principal’s office for $10,000. ... By 2011, seven states had approved advertising on the sides of school buses.”

Seen in isolation, these commercial encroachments seem innocuous enough. But Sandel sees them as signs of a bad trend: “Over the last three decades,” he states, “we have drifted from having a market economy to becoming a market society. A market economy is a tool — a valuable and effective tool — for organizing productive activity. But a ‘market society’ is a place where everything is up for sale. It is a way of life where market values govern every sphere of life.”

Why worry about this trend? Because, Sandel argues, market values are crowding out civic practices. When public schools are plastered with commercial advertising, they teach students to be consumers rather than citizens. When we outsource war to private military contractors, and when we have separate, shorter lines for airport security for those who can afford them, the result is that the affluent and those of modest means live increasingly separate lives, and the class-mixing institutions and public spaces that forge a sense of common experience and shared citizenship get eroded.

This reach of markets into every aspect of life was partly a result of the end of the cold war, he argues, when America’s victory was interpreted as a victory for unfettered markets, thus propelling the notion that markets are the primary instruments for achieving the public good. It was also the result of Americans wanting more public services than they were willing to pay taxes for, thus inviting corporations to fill in the gap with school gyms brought to you by ShopRite.

Sandel is now a renowned professor at Harvard, but we first became friends when we grew up together in Minneapolis in the 1960s. Both our fathers took us to the 1965 World Series, when the Dodgers beat the Twins in seven games. In 1965, the best tickets in Metropolitan Stadium cost $3; bleachers were $1.50. Sandel’s third-deck seat to the World Series cost $8. Today, alas, not only are most stadiums named for companies, but the wealthy now sit in skyboxes — even at college games — that cost tens of thousands of dollars a season, and hoi polloi sit out in the rain.

Throughout our society, we are losing the places and institutions that used to bring people together from different walks of life. Sandel calls this the “skyboxification of American life,” and it is troubling. Unless the rich and poor encounter one another in everyday life, it is hard to think of ourselves as engaged in a common project. At a time when to fix our society we need to do big, hard things together, the marketization of public life becomes one more thing pulling us apart. “The great missing debate in contemporary politics,” Sandel writes, “is about the role and reach of markets.” We should be asking where markets serve the public good, and where they don’t belong, he argues. And we should be asking how to rebuild class-mixing institutions.

“Democracy does not require perfect equality,” he concludes, “but it does require that citizens share in a common life. ... For this is how we learn to negotiate and abide our differences, and how we come to care for the common good.”

Posted
 

EMC Greenplum to Host Second Annual Data Science Summit - Yahoo! Finance

EMC Greenplum to Host Second Annual Data Science Summit - Yahoo! Finance

HOPKINTON, Mass., May 11, 2012 /PRNewswire/ --

News Summary:

  • Greenplum, a division of EMC, will present the second annual Data Science Summit at the Venetian Hotel in Las Vegas on May 22-23, 2012.
  • The event brings together thought leaders from academia, the social enterprise, Silicon Valley start-ups, and the public sector to help attendees explore and define their path forward in the new, data-driven world.
  • This year's keynote will be delivered by statistician Nate Silver, who rose to prominence in 2008 when he harnessed data to analyze political polls and accurately predict the presidential election on his FiveThirtyEight.com blog, now part of The New York Times.
  • Applications and registration can be found at http://www.datasciencesummit.com.

Full Story:

Greenplum®, a division of EMC Corporation (EMC), will present the second annual Data Science Summit at the Venetian Hotel in Las Vegas on May 22-23. The event will bring together thought leaders from academia, the social enterprise, Silicon Valley start-ups, and the public sector to help attendees explore and define their path forward in the new, data-driven world.

This year's Data Science Summit (DSS) comes at a turning point in the rapidly emerging field of data science. Data science today is not only a competitive necessity, but also a defining force shaping the evolution of every industry and sector. And as the promise of data science skyrockets, so does the need for clarity on how to concretely put data science at the center of corporate strategy.  Where are the real-world applications of big data analytics that are transforming entire sectors, and what can we learn from these examples? What does a "data dream team" look like, and how do you become a key member? What are the latest data innovations that facilitate the transformation to a predictive enterprise?  

Data Science Summit 2012 will answer these and other questions by helping attendees see how organizations are using data science to shift the balance of power in their markets, stay abreast of key trends emerging from academia, and explore how to optimize teams and strategies to realize the full potential of data science. Suited to both practicing and aspiring data scientists as well as forward-thinking executives, students and others, the summit will also offer plenty of opportunities to engage with the best and brightest in the field in an intimate setting. Details about the summit, including the full agenda, can be found at http://www.datasciencesummit.com.

"Even though the data science field is still in its infancy, it has already had a massive impact that has fundamentally changed our future," said Scott Yara, senior vice president of products, Greenplum, a division of EMC. "The dialogue today is no longer focused on the emerging data scientist career path and 'rock star' individuals, but rather on the rapidly expanding ecosystem of individuals that are coming together to solve some of the world's most pressing issues with data. The Data Science Summit will be an invaluable tool to help people find their place in this ecosystem."

This year's keynote will be delivered by statistician Nate Silver, who rose to prominence in 2008 when he harnessed data to analyze political polls and accurately predict the presidential election on his FiveThirtyEight.com blog, now part of The New York Times. Silver, named one of the world's 100 Most Influential People by TIME magazine, will discuss "what we can predict about prediction" in his opening keynote. Other speakers at the Data Science Summit 2012 include:

  • Adam Bly, CEO of Seed
  • John Brownstein, Co-Founder, HealthMap and Associate Professor, Harvard Medical School
  • Michael Chui, Senior Fellow, McKinsey Global Institute
  • Jeffrey Davitz, Founder and CEO, Solariat
  • Nora Denzel, Senior Vice President, Big Data, Marketing and Social at Intuit
  • Michael Driscoll, Co-Founder & CEO, Metamarkets
  • Oren Etzioni, Professor, University of Washington and Co-founder Decide.com
  • Bob Flores, Founder and President Applicology; Former CTO, U.S. Intelligence
  • Jim Frederick, International Editor and Executive Editor, TIME 
  • Jonathan Harris, Programmer, Artist and Storyteller
  • Joe Hellerstein, Professor, UC Berkeley
  • Steven Hillion, Chief Product Officer, Alpine Data Labs
  • Jeremy Howard, President and Chief Scientist, Kaggle
  • Piyanka Jain, President and CEO, Aryng.com
  • Tarek Kamil, Executive Director, InfoMotion Sports Technologies
  • Roger Magoulas, Director of Market Research, O'Reilly Media
  • Richard Snee, Advisor, Data Science Central
  • Hadley Wickham, Assistant Professor, Rice University
  • Chris Wiggins, Associate Professor, Columbia
  • Nathan Wolfe, CEO and Founder, Global Viral Forecasting, Inc. and Visiting Professor, Stanford University

The event will kick off Tuesday, May 22 with an evening welcome reception and discussion on the topic of "the data dream team," followed by the full one-day conference on Wednesday, May 23. The conference will address the following topics in depth:

  • Big Data and Business Transformation – how Big Data is shifting entire industries
  • Tapping into the Data Science Movement – how to become a part of this influential movement
  • The Spread of Big Data Across Industries – Big Data's power across media, business, healthcare, sports, government, politics, academia and more
  • Data Visualization at the Point of Influence – how to ensure visualization not just reveals an insight, but stimulates new understanding

About Greenplum

Greenplum, a division of EMC, is driving the future of Big Data analytics with breakthrough products including Greenplum Data Computing Appliance, Greenplum Database, Greenplum Community Edition, Greenplum HD, and Greenplum Chorus—the industry's first Enterprise Data Cloud platform. The division's products embody the power of open systems, cloud computing, virtualization and social collaboration—enabling global organizations to gain greater insight and value from their data than ever before possible. To learn more visit www.greenplum.com

About EMC

EMC Corporation is a global leader in enabling businesses and service providers to transform their operations and deliver IT as a service. Fundamental to this transformation is cloud computing. Through innovative products and services, EMC accelerates the journey to cloud computing, helping IT departments to store, manage, protect and analyze their most valuable asset—information—in a more agile, trusted and cost-efficient way. Additional information about EMC can be found at www.EMC.com.

EMC and Greenplum are either registered trademarks or trademarks of EMC Corporation in the United States and/or other countries. All other products and/or services are trademarks of their respective owners.

This release contains "forward-looking statements" as defined under the Federal Securities Laws. Actual results could differ materially from those projected in the forward-looking statements as a result of certain risk factors, including but not limited to: (i) adverse changes in general economic or market conditions; (ii) delays or reductions in information technology spending; (iii) the relative and varying rates of product price and component cost declines and the volume and mixture of product and services revenues; (iv) competitive factors, including but not limited to pricing pressures and new product introductions; (v) component and product quality and availability; (vi) fluctuations in VMware, Inc.'s operating results and risks associated with trading of VMware stock; (vii) the transition to new products, the uncertainty of customer acceptance of new product offerings and rapid technological and market change; (viii) risks associated with managing the growth of our business, including risks associated with acquisitions and investments and the challenges and costs of integration, restructuring and achieving anticipated synergies; (ix) the ability to attract and retain highly qualified employees; (x) insufficient, excess or obsolete inventory; (xi) fluctuating currency exchange rates; (xii) threats and other disruptions to our secure data centers or networks; (xiii) our ability to protect our proprietary technology; (xiv) war or acts of terrorism; and (xv) other one-time events and other important factors disclosed previously and from time to time in the filings of EMC Corporation, the parent company of RSA, with the U.S. Securities and Exchange Commission.  EMC and RSA disclaim any obligation to update any such forward-looking statements after the date of this release.

Stephen.Bates | +1 202 730-9760

mobile.short.typos

Posted
 

JP Morgan's 2B loss, in plain English, thanks to @moorehn

JP Morgan's Loss: The Explainer

  • All I know is that everyone's really mad about this JP Morgan mess. What on earth happened?

A JP Morgan trader, Bruno Iksil, has been accumulating a giant bet on U.S. corporate bonds. He used derivatives to do it, and he messed up the bet and lost $2 billion for the bank. He could end up losing $1 billion more if the market doesn't cooperate.

Iksil was so powerful - and his bet was so large - that other traders nicknamed him the London Whale.

  • Is this one of those "rogue traders" I keep hearing about?

No, Iksil worked for JP Morgan and had the full support of the bank and did all his trades with the full knowledge of these four Very Important People at the top.

  • How did no one know about this?

Oh, they did. Everyone knew. Thousands of people.  Iksil's bets have been well known ever since Bloomberg's Stephanie Ruhle broke the news in early April. A trader at rival bank Bank of America Merrill Lynch wrote to clients back then, saying that Iksil's huge bet was attracting attention and hedge funds believed him to be too optimistic and were betting against him, waiting for Iksil to crash. The Wall Street Journal reported that the Merrill Lynch trader wrote, "Fast money has smelt blood."

When the media, analysts and other traders raised concerns on JP Morgan's earnings conference call last month, JP Morgan CEO Jamie Dimon dismissed their worries as "a tempest in a teapot."

  • So why is this in the news again now?

JP Morgan finally put a stop to the bet and admitted the size of the loss. The bank filed the information as part of its usual report to the SEC late on the night of March 10 and then held a hasty, awkward conference call with analysts yesterday.

  • Yikes. Details, please?

Okay, you really want to know? Tighten your seatbelt and take an aspirin. If you're already pretty sophisticated about finance, you might want to check out Lisa Pollack's excellent piece at FT Alphaville in April.

You heard that Iksil was bullish, or enthusiastic, about corporate bonds. The corporate bonds were probably already owned by JP Morgan as part of its trade with corporate clients. Iksil wanted to find a way to bet that those bonds were totally secure, that they would never default.

He noticed that most of those bonds were probably already included in an index. In this case, the index was the Markit CDX North America Investment Grade Index. The Index rolls out a new version every 6 months, and the one that Iksil focused on, #9, actually started trading five years ago, back in 2007. (Although Iksil's bet is far more recent.) Iksil reportedly accumulated a huge bet on this Index worth $100 billion -  according to Bloomberg, which first broke the story of the London Whale in early April.

  • Hold on. Do we know which corporate bonds?

There were over 120 of them in the Index. Here's the full list, which Lisa Pollack at FT Alphaville tracked down. It includes everything from the railroad Burlington Northern Santa Fe to CBS to Fannie Mae and Freddie Mac. The common connection among them is that they're "investment-grade," meaning that they are among the stronger corporate bonds out there.

  • Okay, go on. You were saying something about protection?

Yes. "Protection," on Wall Street, usually means one thing: credit default swaps. Credit-default swaps, or CDS, are contracts that pay you money if the credit (like, a bond) goes ahead and defaults. 

Iksil didn't think these companies were going to default. He thought they would do great. So he didn't buy credit-default swaps; he sold them. He was so confident, in fact, that the value of his bet approached $100 billion back in early April.

Other people in the markets - like hedge funds and other traders - thought Iksil was being ridiculously overconfident. Waiting for the giant Iksil's to fail, the anti-Iksil team took the other side of the bet. The rival traders bought credit-default swaps on the Index. They also bought protection on the underlying corporate bonds to influence the value of those as well. Their hope was that Iksil's bet would go down in value; then he would have to run to them to buy credit-default swaps to cover his rear and keep his bet even. They outsmarted Iksil. As he kept digging himself deeper into his position, he got backed into a corner and couldn't cover his losses.

  • Derivatives? Derivatives? Again with the derivatives!

We know, we know.

  • Also, the London Whale? We all know London doesn't have whales.

Actually, once it did get a misguided one that swam into the Thames. But the London Whale we're talking about is Bruno Iksil, the most powerful trader at JP Morgan. (You could argue he also got lost while swimming in the wrong waters.) Iksil works in JP Morgan's Chief Investment Office, or CIO, which has $350 billion of the firm's money to play with to make money. The CIO sits in the firm's Treasury office, and it's nearly as big as the entire JP Morgan investment bank. Just to put it in perspective, $350 billion is 15%, or one-sixth, of all of JP Morgan's assets.

  • Gosh. Why does he get so much money to play with?

Iksil's job is technically to make sure that whenever JP Morgan takes risk as a firm, that it's protecting itself. On Wall Street, that's called a "hedge." (We use the same idea in real life all the time: "hedging your bets.") JP Morgan holds all sorts of securities, including corporate bonds, on its own books as part of the deals it strikes with customers. Iksil and his team exist to make sure that even if JP Morgan's customers lose money, the bank itself is still covered.

But hedges are supposed to be mere protection, not outsized bets of their own. The actual corporate bond market - and the index that Iksil bet on - haven't moved too much. So Iksil's huge bet, the level of risk he took on, and the complicated derivatives he used all walk and talk like proprietary trading.  As my former colleague - and current Huffington Post business writer - Mark Gongloff commented today on Twitter -"poorly constructed hedges sure quack like a prop bet."

  • Proprietary trading? Refresh my memory.

Proprietary trading is the part of an investment bank that makes money for its own account. Most people think of banks as middlemen - they match up buyers and sellers - but banks got sick of watching other people make huge profits on trades. Over the past 10 years banks have committed more and more of their own money to playing in the market on their own behalf, for proprietary purposes. Thus, "proprietary trading."

A lot of big banks came out of the financial crisis stronger than ever, with bigger profit than ever, but over the past year those banks have seen their profits from regular businesses falling. Every big bank has made major layoffs. So taking these risky bets could have been seen as a way to make money.

  • Isn't proprietary trading illegal now? I heard about the Volcker Rule that was supposed to stop this kind of thing.

The Volcker Rule is something that's been talked about a lot but - this may surprise you - it hasn't actually even been written yet. It's currently a legislative whale, at 300 pages, and banks like JP Morgan are still fighting it.

  • What is the Volcker Rule again?

It's an idea that's part of the Dodd-Frank legislative reforms. Paul Volcker, the former Treasury Secretary, said banks should go back to being middlemen for clients. So they should stop any kind of investment activity on their own behalf: no more putting money in hedge funds, investing in companies, or taking big, stupid bets in the market.

  • But haven't banks always taken bets with their own money?

Yes. But the landscape has changed. In the distant past, when investment banks were partnerships, this kind of betting was no problem: the partners bet, and lost, with their own money. They were kept separate from real banks, which take your deposits and make loans.

But over the past 15 years,  investment banks became giant, publicly traded (and government bailed-out) institutions. They also merged with the plain old banks. So now, when they take bets, guess what money they're using? Not their own, and not even their shareholders'. They're using your deposits. And they're more likely to require a bailout from the government if things get really bad.

  • So at least JP Morgan is sorry, right? At least they get that this was stupid and feel all sorts of compunction?

No. They acknowledge it was stupid, but the bank has not indicated that it will stop this kind of activity in the future.

 

 

 

So if the Whale was betting that corporate bonds would go higher, does that mean that he was wrong? Are companies in trouble?

Not necessarily. Yes, the U.S. is growing very slowly.

Posted
 

Art Langer: Virginia Gambale Says CIOs Should Offer Strategic Advice to Corporate Directors - The CIO Report - WSJ

The CIO Report

Art Langer

Guest Contributor

In my experience, many CIOs think their boards of directors want them to focus on costs and budgets. If they want a better understanding of board expectations, they should take some guidance from Virginia Gambale, who has long experience on both sides of the fence.

What directors really value in a CIO is sound strategic thinking and a great ability to execute, says Gambale, a former CIO at Merrill Lynch, Bankers Trust, and Alex Brown, and former partner at Deutsche Bank Capital. Gambale is now the managing partner of Azimuth Partners and a board member at JetBlue and Rev Worldwide, a financial services company that addresses underserved markets.

Gambale said boards expect the CIO to provide guidance on how technology can improve the firm’s growth and market strength, help the company  better reach customers and develop innovations that boost market share.

CIOs should practice “using the language of the board,” she said.

CIOs must talk about things like asset allocation, distribution channels, not technology itself. “Encase yourself in corporate strategy,” she says. “Stay away from talking about the plumbing, and no technical jargon, for sure.”

I asked Gambale how a CIO can best learn the language of the board. She urges CIOs to create close business relationships with their CFO, head of corporate strategy, and product development executives so they can understand the operating model of the company and clearly grasp what drives profitability. For example, at JetBlue, profitability is heavily dependent on the costs of fuel, labor, and airplanes.

Another important piece of advice: Think like a board member. What are they seeking? What is important to the members?

To understand what the board wants, you must have conversations with them—not just at the meeting, but before. Jim Noble, now CIO of Talisman Energy, explained his strategy with the board when he was CIO of Altria, the tobacco company. He always looked to improve his relationships with the board either via special meetings and phone conversations, in addition to being at board events. He often knew the relevant issues; at Altria, the paramount issue was shareholder value.

One thing seems to be certain—CIOs are needed more and more at the board level. The value they bring as a driver of value is apparent; the question will be whether the CIO is ready to step up and provide it.

Dr. Arthur Langer sits on three faculties at Columbia University and oversees executive masters programs in IT management. He is also founder and chairman of Workforce Opportunity Services, a nonprofit that helps companies build stronger talent pipelines by training underserved young adults and military veterans

Posted
 

1B isn't cool. You know what's cool? 100B valuations

A Circle of Tech: Collect Payout, Do a Start-Up

MENLO PARK, Calif. — Matt Cohler was employee No. 7 at Facebook. Adam D’Angelo joined his high school friend Mark Zuckerberg’s quirky little start-up in 2004 — and became its chief technology officer. Ruchi Sanghvi was the first woman on its engineering team.

All have left Facebook. None are retiring. With lucrative shares and a web of valuable industry contacts, they have left to either create their own companies, or bankroll their friends.

With Facebook’s public offering in mid-May, more will probably join their ranks in what could be one of Facebook’s lasting legacies — a new generation of tech tycoons looking to create or invest in, well, the next Facebook.

“The history of Silicon Valley has always been one generation of companies gives birth to great companies that follow,” said Mr. Cohler, who, at 35, is now a partner at Benchmark Capital, and an investor in several start-ups created by his old friends from Facebook. “People who learned at one set of companies often go on to start new companies on their own.”

“The very best companies, like Facebook,” he continued, “end up being places where people who come there really learn to build things.”

This is the story line of Silicon Valley, from Apple to Netscape to PayPal and now, to Facebook. Every public offering creates a new circle of tech magnates with money to invest. This one, though, with a jaw-dropping $100 billion valuation, will create a far richer fraternity.

Its members will be, by and large, young men, mostly white and Asian who, if nothing else, understand the value of social networks. And they have the money. Some early executives at Facebook have already sold their shares on the private market and have millions of dollars at their disposal.

Mr. Cohler, for example, is at the center of a complex web of business and social connections stemming from Facebook.

In 2002, barely two years out of Yale, he was at a party where he met Reid Hoffman, a former PayPal executive who was part of a slightly older social circle. The two men “hit it off,” as Mr. Cohler recalled on the online question-and-answer platform, Quora (which was co-founded by Mr. D’Angelo). He became Mr. Hoffman’s protégé, assisting him with his entrepreneurial investments, and following him to his new start-up, LinkedIn.

Then, Mr. Cohler joined a company that Mr. Hoffman and several other ex-PayPal executives were backing: Facebook.

Mr. Cohler stayed at Facebook from 2005 to 2008, as it went from being a college site to a mainstream social network. One of his responsibilities was to recruit the best talent he could find, including from other companies.

Mr. Cohler left the company to retool himself into a venture capitalist. He has since been valuable to his old friends from Facebook.

Through his venture firm, Mr. Cohler has raised money for several companies founded by Facebook alumni, including Quora, created in 2010 by Mr. D’Angelo and another early Facebook engineer, Charlie Cheever. Other companies include Asana, which provides software for work management and was created in 2009 by Dustin Moskovitz, a Facebook co-founder; and Peixe Urbano, a Brazilian commerce Web site conceived by Julio Vasconcellos, who managed Facebook’s Brazil office in São Paulo.

Mr. Cohler has put his own money into Path, a photo-sharing application formed in 2010 by yet another former Facebook colleague, Dave Morin. Path is also bankrolled by one of Facebook’s venture backers: Greylock Partners, where Mr. Hoffman is a partner.

And he has invested in Instagram, which was scooped up by Facebook itself for a spectacular $1 billion. “Thrilled to see two companies near and dear to my heart joining forces!” Mr. Cohler posted on Twitter after the acquisition.

Instagram clearly was a good bet; it is impossible to say whether any of the other investments Mr. Cohler or other Facebookers are making will catch fire or whether the start-ups they found will last. Certainly, there is so much money in the Valley today that start-ups have room to grow without even a notion of turning a profit.

Ms. Sanghvi, one of the company’s first 20 employees, married a fellow Facebook engineer, Aditya Agarwal. Mr. Zuckerberg attended their wedding in Goa, India.

Posted
 

@VMware ‘The software-defined data center is coming’ cc @ctovision @kevin_jackson

VMware: ‘The software-defined data center is coming’

VMware CTO Steve Herrod is taking the stage at Interop on Wednesday morning to deliver a message about the future of enterprise data centers: “[S]pecialized software will replace specialized hardware throughout the data center.” What server virtualization via hypervisors did for computing, new methods of virtualization and software-defined networks are doing at every other layer of IT stack. “Software-defined data centers” are coming, and they’ll redefine infrastructure for the next generation of applications.

Herrod, who shared his vision with me during a call last week, said one problem in IT has been that for decades applications drove the infrastructure. Batch processing begot mainframes, web applications begot the LAMP stack, and they all still exist, turning data centers into a hodgepodge of specialized legacy systems. “Today’s data center is almost a history museum of past IT ideas,” Herrod said.

On the contrary, Herrod explained,  software-defined data centers are “generation-proof.” They collapse disparate systems into a singularity built atop commodity x86 processors and other gear. Software provides everything that’s needed to adapt the data center to new situations and new applications, and to manage everything from storage to switches to security. Although VMware will always work with hardware partners, Herrod said, “If you’re a company building very specialized hardware … you’re probably not going to love this message.”

Essentially, Herrod said, software-defined data centers will bring the dynamic natures of Google, Facebook and Zynga data centers into the mainstream. Yes, it will be a bit more difficult to do this in environments running more than one application, many of them legacy apps, but it’s possible. “Virtualization and the hardware vendors have [already] gotten us to a place where we can deal with the big modern trends [around scalability and performance],” Herrod said.

That’s good news for CIOs and other IT managers who feel pressure to run data centers as efficiently, dynamically and inexpensively as Google and its ilk do, but who know getting to that point using legacy methods will be an exercise in pain tolerance. ”To actually stand there and say this platform can handle all your applications is pretty bold,” Herrod said. However, he added, the current state of IT represents “a point in time where the pieces have come together to do this.”

Aside from virtualization, the ubiquity of which has laid the foundation for VMware’s software-defined vision, Herrod attributes much of the momentum to broad acceptance of software-defined networks. They help eliminate “the last bastion of pain” in creating a fluid data center.

Herrod will be expanding on VMware’s plans for the software-defined data centers during an onstage discussion with me at our Structure conference next month, and again at VMworld in August. But if you’ve been following the company for the past couple years, you can probably see where it’s headed. It wants to own the next-generation data center from bottom to top, from infrastructure to applications platforms to applications.

As usual, VMware’s vision is compelling, and it has many of the pieces in place to pull it off. It’s up to the Microsofts, Citrixes and Openstacks of the world to develop compelling alternatives or risk seeing VMware — if it can deliver on what it’s promising — expand its hypervisor empire up the stack.

Related research and analysis from GigaOM Pro:
Subscriber content. Sign up for a free trial.

Posted
 

First Read - Lugar's goodbye

First Read - Lugar's goodbye

An epic good-bye letter, passed along by NBC's Libby Leist, from Sen. Richard Lugar, dissecting everything he sees that's wrong with Washington and both parties:

Prepared Statement of Senator Richard G. Lugar  on the Concluded Indiana Senate Primary

May 8, 2012

I would like to comment on the Senate race just concluded and the direction of American politics and the Republican Party.   I would reiterate from my earlier statement that I have no regrets about choosing to run for office.  My health is excellent, I believe that I have been a very effective Senator for Hoosiers and for the country, and I know that the next six years would have been a time of great achievement.  Further, I believed that vital national priorities, including job creation, deficit reduction, energy security, agriculture reform, and the Nunn-Lugar program, would benefit from my continued service as a Senator.  These goals were worth the risk of an electoral defeat and the costs of a hard campaign.

Analysts will speculate about whether our campaign strategies were wise.  Much of this will be based on conjecture by pundits who don't fully appreciate the choices we had to make based on resource limits, polling data, and other factors.  They also will speculate whether we were guilty of overconfidence.  

The truth is that the headwinds in this race were abundantly apparent long before Richard Mourdock announced his candidacy.  One does not highlight such headwinds publically when one is waging a campaign.  But I knew that I would face an extremely strong anti-incumbent mood following a recession.  I knew that my work with then-Senator Barack Obama would be used against me, even if our relationship were overhyped.  I also knew from the races in 2010 that I was a likely target of Club for Growth, FreedomWorks and other Super Pacs dedicated to defeating at least one Republican as a purification exercise to enhance their influence over other Republican legislators.

We undertook this campaign soberly and we worked very hard in 2010, 2011, and 2012 to overcome these challenges.   There never was a moment when my campaign took anything for granted.  This is why we put so much effort into our get out the vote operations.

Ultimately, the re-election of an incumbent to Congress usually comes down to whether voters agree with the positions the incumbent has taken.   I knew that I had cast recent votes that would be unpopular with some Republicans and that would be targeted by outside groups.  

These included my votes for the TARP program, for government support of the auto industry, for the START Treaty, and for the confirmations of Justices Sotomayor and Kagan.  I also advanced several propositions that were considered heretical by some, including the thought that Congressional earmarks saved no money and turned spending power over to unelected bureaucrats and that the country should explore options for immigration reform.  

It was apparent that these positions would be attacked in a Republican primary.  But I believe that they were the right votes for the country, and I stand by them without regrets, as I have throughout the campaign.  

From time to time during the last two years I heard from well-meaning individuals who suggested that I ought to consider running as an independent.  My response was always the same: I am a Republican now and always have been.  I have no desire to run as anything else.  All my life, I have believed in the Republican principles of small government, low taxes, a strong national defense, free enterprise, and trade expansion.  According to Congressional Quarterly vote studies, I supported President Reagan more often than any other Senator.   I want to see a Republican elected President, and I want to see a Republican majority in the Congress.  I hope my opponent wins in November to help give my friend Mitch McConnell a majority.  

If Mr. Mourdock is elected, I want him to be a good Senator.  But that will require him to revise his stated goal of bringing more partisanship to Washington.   He and I share many positions, but his embrace of an unrelenting partisan mindset is irreconcilable with my philosophy of governance and my experience of what brings results for Hoosiers in the Senate.  In effect, what he has promised in this campaign is reflexive votes for a rejectionist orthodoxy and rigid opposition to the actions and proposals of the other party.  His answer to the inevitable roadblocks he will encounter in Congress is merely to campaign for more Republicans who embrace the same partisan outlook.  He has pledged his support to groups whose prime mission is to cleanse the Republican party of those who stray from orthodoxy as they see it.

This is not conducive to problem solving and governance.  And he will find that unless he modifies his approach, he will achieve little as a legislator.  Worse, he will help delay solutions that are totally beyond the capacity of partisan majorities to achieve.  The most consequential of these is stabilizing and reversing the Federal debt in an era when millions of baby boomers are retiring.   There is little likelihood that either party will be able to impose their favored budget solutions on the other without some degree of compromise.  

Unfortunately, we have an increasing number of legislators in both parties who have adopted an unrelenting partisan viewpoint.  This shows up in countless vote studies that find diminishing intersections between Democrat and Republican positions.  Partisans at both ends of the political spectrum are dominating the political debate in our country.   And partisan groups, including outside groups that spent millions against me in this race, are determined to see that this continues.  They have worked to make it as difficult as possible for a legislator of either party to hold independent views or engage in constructive compromise.  If that attitude prevails in American politics, our government will remain mired in the dysfunction we have witnessed during the last several years.  And I believe that if this attitude expands in the Republican Party, we will be relegated to minority status.  Parties don't succeed for long if they stop appealing to voters who may disagree with them on some issues.

Legislators should have an ideological grounding and strong beliefs identifiable to their constituents.   I believe I have offered that throughout my career.  But ideology cannot be a substitute for a determination to think for yourself, for a willingness to study an issue objectively, and for the fortitude to sometimes disagree with your party or even your constituents.  Like Edmund Burke, I believe leaders owe the people they represent their best judgment.  

Too often bipartisanship is equated with centrism or deal cutting.  Bipartisanship is not the opposite of principle.  One can be very conservative or very liberal and still have a bipartisan mindset.  Such a mindset acknowledges that the other party is also patriotic and may have some good ideas.  It acknowledges that national unity is important, and that aggressive partisanship deepens cynicism, sharpens political vendettas, and depletes the national reserve of good will that is critical to our survival in hard times.  Certainly this was understood by President Reagan, who worked with Democrats frequently and showed flexibility that would be ridiculed today - from assenting to tax increases in the 1983 Social Security fix, to compromising on landmark tax reform legislation in 1986, to advancing arms control agreements in his second term.

I don't remember a time when so many topics have become politically unmentionable in one party or the other.   Republicans cannot admit to any nuance in policy on climate change.  Republican members are now expected to take pledges against any tax increases.  For two consecutive Presidential nomination cycles, GOP candidates competed with one another to express the most strident anti-immigration view, even at the risk of alienating a huge voting bloc.  Similarly, most Democrats are constrained when talking about such issues as entitlement cuts, tort reform, and trade agreements.  Our political system is losing its ability to even explore alternatives.   If fealty to these pledges continues to expand, legislators may pledge their way into irrelevance.  Voters will be electing a slate of inflexible positions rather than a leader.

I hope that as a nation we aspire to more than that.  I hope we will demand judgment from our leaders.  I continue to believe that Hoosiers value constructive leadership.  I would not have run for office if I did not believe that.

As someone who has seen much in the politics of our country and our state, I am able to take the long view.  I have not lost my enthusiasm for the role played by the United States Senate.  Nor has my belief in conservative principles been diminished.  I expect great things from my party and my country.   I hope all who participated in this election share in this optimism.
Posted