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Sunday, August 29, 2010

The power of Randall

Review by ABBY WONG

The Zeroes: My misadventures in the decade Wall Street went insane
Author: Randall Lane
Publisher: Portfolio

“WE WANT YOUR MONEY!” shouted a pair of crass property developers on stage at a party in London’s trendy Penthouse Club which was jam-packed with opulent and sleek-looking hedge funds managers spawned by the recent financial bubble.

While these financial wizards, with or without the necessary Midas touch, were making billions managing “Other People’s Money”, lots of other people outside Wall Street were salivating and trying to get even a small clump of their wealth.


During the swelling years before the financial markets cratered, hedge funds managers were the new rock stars everyone wanted to meet or aspired to be mainly because they were abysmally rich. And they still are.

Strange enough, the role of facilitator at this definitive crossroad of morphing hedgies into celebrities and making their gluttonous ways of life de rigueur landed on Lane Randall, a former editor who founded one of Wall Street’s most popular magazines, the now defunct Trader Monthly, yet unceasingly purported to be skint.

Whether he was genuinely poor or simply was not an entrepreneur crafty enough to gain from a great number of billionaires with whom he rubbed shoulders with, Randall, by writing this book, has opened our eyes to the financial bacchanalia, a decade-long gold rush in which Wall Street and its constituents were in their quixotic pursuits of wealth.

Randall aptly calls this period The Zeroes.

While recounting his experience at Trader Monthly, as well as a handful of other luxury magazines he founded, Randall discloses the wanton earnings, spending and squandering of some of the mega traders his magazines featured in or he collaborated with as a magazine publisher.

The wealth of these arrivistes was as unbelievable as their ways of living.
“No longer were the best financial industry players content with a payday. Instead, sometime around 2002 or 2003, compensation hit a new stratosphere mimicking the GNP of small countries.”

But with so much money made or to be made, there simply wasn’t enough stuff of real value to buy.
Hence, money went to buy watches, real estate, cars, private jets, paintings, wine or even burgers at ridiculously insane prices.

The swindling of money, unfettered and slowly becoming the spirit of the time, was shocking and could easily make one foam at the mouth.

If a US$175 Kobe beef burger was not a good enough lunch, then most possibly neither was a US$1,000 lobster-and-caviar pizza.

If you marvel at the materialistic euphoria at the time, cringe you will at the ways these nouveau-rich made their money.

Some – if not all – hedge fund managers might have made their winning bets by sheer luck and then extorted their members a 20% share of the profit.

Others, private equity speculators, swelled their bank accounts with money made by swapping companies that were bloated with overpriced assets and wasteful costs.

Likewise, if you are agape while reading this book, another reader may hurl it across the room, feeling aghast by the notoriety of denizens of financial markets, Wall Street in particular.

Though Randall writes not to condemn the rich traders whose appearance in his magazines had helped bring in lucrative advertising revenues, he does damn a host of business partners with whom he unpleasantly got involved.

But what Randall never admits is that he seemed like a lousy businessman who made the same mistakes over and over. Quite possibly, as readers can easily surmise, he, too, had fallen prey to the mind warp prevalent at the time – the breathless and reckless pursuit of more zeroes.

As the market careened towards disaster in 2008, so did Randall’s media empire.
His company eventually filed for bankruptcy and he personally lost half a million dollars.

“Maybe, in that example,” he concludes, “there was a lesson for Wall Street.” But no.
While the epic mess is being dealt with, the game played on, timeless and unabated.

Randall has been ejected but the trading community continues to toast for yet another record bonus payout in 2009.

Hopefully, the sales of this book will help Randall recover some losses.
After all, it is a highly readable and entertaining book.

The power of Randall lies in his depiction of the decadence of Wall Street during the Zeroes as well as the cupidity of some of the hucksters who forcefully joined the revelry.

I highly recommend this book to businessmen, traders, bankers, deal makers, funds managers, finaglers, charlatans, or rogues as a useful lesson for their respective endeavours to enrich themselves in fanaticism of the 21st century.

Saturday, August 28, 2010

MBA can still go far in the local job market; Harvard Business School Drives Yale and MIT's Edifice Complex

MBA can still go far in the local job market

 By FINTAN NG
fintan@thestar.com.my

MIT-building.jpg
MIT Sloan School of Business Management's newest building, E62, in Cambridge, Mass. Elite business schools are locked in an "arms race" of building bigger and more elaborate business campuses.

THE MBA (Master of Business Administration) is still a qualification that is much sought after by Malaysian employers for the skill-sets and knowledge-base that comes with it.

Many point out that getting the MBA from a reputable business school is important, but there are those like Boston Consulting Group Malaysia (BCG) managing director and partner Vincent Chin who believe that MBAs are not really necessary in certain cases.

“For those working in large and well-run companies such as the Fortune 500 ones, the vigorous training provided by them is as good as a reputable MBA,” he tells StarBizWeek.

However, Chin says that when companies including BCG hire MBA holders, they are looking for those with a combination of talent and faith.

He adds that if people are prepared to invest up to US$200,000 for their MBAs, it shows that they are bright enough to enter a good school and ambitious enough to invest in themselves.

Since Harvard Business School of Harvard University pioneered the programme, US-based MBA programmes are highly sought after. However, admissions for such courses to the better business schools are highly selective and prohibitively expensive.

According to the US News & World Report, which surveyed 426 MBA programmes for 2010, Harvard and Stamford tied for first place.

But US MBA programmes are not the only good ones out there. London Business School, Instituto de Empresa, Said Business School of Oxford University and Judge Business School of Cambridge University are just as reputable.

In Asia, according to the Financial Times global MBA rankings, Hong Kong University of Science & Technology’s MBA programme ranked the highest at 14 among the top 100.

This is followed by the Indian School of Business at 16, China Europe International Business School at 22, Nanyang Business School at 27 and Chinese University of Hong Kong at 28.

How much of an impact does it have on salaries? That will really depend on which school a person attends, with those from reputable schools having the most increase.

According to the same global rankings, most MBA holders will see their salary increase anything from 80% or more to over 120% based on average salary across industries in the current year compared to one or two years before they attend business schools.

However, there is a catch. Most employers expect those armed with MBAs to have at least five to eight years of working experience.

This can be judged from the vigorous admissions standards of reputable MBA programmes, where those applying must have some working experience, preferably with several years in management-level positions.
Kelly Services (M) Sdn Bhd managing director Melissa Norman says pursuing post-graduate qualifications are recommended for talents aged 30 and above.

She says these are people who are looking to improve their skills and knowledge as part of their career growth as some organisations require such qualifications for selected senior management positions.

Melissa says that because MBA and other post-graduate qualifications command higher salary, this qualification is not ideal for entry- or junior-level positions.

“Most organisations, especially multinational corporations prefer a basic degree for management trainee positions,” she points out.
She adds that employers seek and value MBA qualifications in job candidates or employees based on the jobscope, nature of work and the type of industry.

“Since mid- to senior-level talent predominantly are armed with an MBA qualification, employers value their skills set, knowledge, maturity of mindset and work experience in order to build a sustainable talent pipeline and leadership bench strength to meet the ever-growing expectations from their clients and other stakeholders,” she says.

Melissa singles out communication skills as an area where MBA programmes should beef up on. She says that out of 1,340 senior decision-makers in a survey carried out by Kelly Services, 90% identified communication as most important and also one of the top five skills in short supply.

Besides communucation, the other critical skills MBA programmes should focus on are problem-solving, decision-making, people management and strategic thinking.

Harvard Business School Drives Yale and MIT's Edifice Complex

MIT Sloan School of Business Management
A 15-ton sculpture of a linked chain by Chinese artist Cai Guo-Qiang, carved from a single piece of stone, sits outside the MIT Sloan School of Business Management's newest building. Photographer: Kelvin Ma/Bloomberg 

The Chicago Booth Charles M. Harper Center
The Chicago Booth Charles M. Harper Center. Source: The University of Chicago via Bloomberg 

The Yale School of Management
A view from the interior common area and promenade of the planned new structure of the Yale School of Management is shown in this artist rendering. Source: Fosters + Partners via Bloomberg 

The Yale School of Management
A facade street view of the planned new structure of the Yale School of Management is shown in this artist rendering. Source: Fosters + Partners via Bloomberg 

MIT Sloan School of Business Management
Furniture sits in a lounge on the first level of the faculty offices at the MIT Sloan School of Business Management's new building in Cambridge, Massachusetts. Photographer: Kelvin Ma/Bloomberg 

MIT Sloan School of Business Management
The main mezzanine is designed to be lit almost exclusively by daylight from the south-facing windows at the MIT Sloan School of Business Management's new building in Cambridge, Massachusetts. Photographer: Kelvin Ma/Bloomberg 

Yale University’s School of Management, which aspires to be among the world’s best business schools, crams its students and faculty into 19th-century homes and former astronomy buildings linked by a rabbit-warren of basements. That’s a far cry from Harvard Business School’s 33- building riverfront campus, which boasts a chapel, health club and its own art collection.

To help catch up, Yale is planning a glittering $180 million structure designed by Lord Norman Foster, who built London’s “Gherkin” tower. The new building, scheduled to open in 2013, will help the school keep pace with its rivals, said Dean Sharon Oster.

“You can’t be in a dump if everyone else is in a spectacular building,” Oster said.

Elite business schools are locked in an “arms race” of building bigger and more elaborate business campuses to recruit the best students and faculty and climb magazine rankings, said Yale finance professor Matthew Spiegel. New buildings mean more office space for faculty and more classrooms for profitable executive education programs. Larger schools can also enroll more students, who pay as much as $80,000 per year in tuition, room and board and other expenses.

Business schools are now splurging on high-profile architects to create imposing glass-and-steel structures, with everything from meeting rooms for student teams to cafeterias with organic cuisine and health clubs.
Good Feelings

“The better the experience people have, the better they feel about the place, the more likely it will be that they would support it at some point,” said Robert Dolan, dean of the University of Michigan’s Ross School of Business, in Ann Arbor, which opened a 270,000-square feet (25,084 square meter), $145 million building in 2009.

Since the Wharton School of the University of Pennsylvania opened its 324,000-square foot, $140 million Jon M. Huntsman Hall in 2002, rival business schools have scrambled to keep up.

The University of Chicago opened its $125 million Harper Center in 2004, while Michigan’s building debuted last year. Massachusetts Institute of Technology’s Sloan School of Business, in Cambridge, Massachusetts, will open new facilities this year, and Stanford Graduate School of Business, near Palo Alto, California, will follow in 2011.

Along with Yale, Columbia Business School in New York and Northwestern University’s Kellogg School of Management, in Evanston, Illinois, are also planning new buildings.

Koi Pond
Harvard’s buildings, the first of which were built in 1927, sit on a 40-acre (16-hectare) bend in the Charles River across from the rest of the university. More recent additions include a glass-and-concrete chapel with a koi pond, housing for 400 visiting executives, a health club with three basketball courts and a student union designed by Robert A.M. Stern.

The University of Chicago’s new business school building, designed by Rafael Vinoly who was inspired by Frank Lloyd Wright’s 1910 Robie House across the street, is oriented around a six-story, glass-and-steel atrium that acts as the school’s “living room.”

The social space has helped change the view that the business school is a haven for math geeks and social misfits, said Stacey Kole, a deputy dean.

“We’re working hard to break that perception,” Kole said. “When you come to campus, you see more activity. It’s a much more positive place to be.”

Rising Applications
Applications jumped 30 percent the first year Chicago used the new building in its marketing, although improved rankings helped drive the increase as well, she said.

While a business school’s physical condition isn’t the most important consideration, “you do consider the facility, you do consider what school will allow you to access the latest technology,” said Ashil Ann, 26, a prospective applicant from Los Angeles to Columbia, New York University’s Stern School of Business and McDonough School of Business at Georgetown University in Washington.

The high cost of attendance contributes to students’ rising expectations -- and the growing size and complexity of the new facilities, said Jonathan Levav, an associate professor at Columbia. Two years at Columbia Business School costs an estimated $168,307 for tuition, room and board and other expenses.
While universities across the U.S. have cut back on construction because of falling endowments, business schools are immune from the reductions because of their ability to raise money, said Ronald Ehrenberg, an economics professor at Cornell University, in Ithaca, New York, who studies higher education.
‘Wealthiest Alumni’

“Graduates of business and law schools are often the wealthiest alumni,” Ehrenberg said. “It is easy to raise the funds to build buildings from donors to those schools.”

For its new complex of buildings, Stanford’s business school secured $105 million, the largest gift in its history, from Phil Knight, the alumnus who founded Nike Inc., in Beaverton, Oregon. The business campus, which will cost about $350 million, will be named the Knight Management Center in his honor.

At Columbia, faculty offices are in Uris Hall, a 12-story gray slab considered so ugly it was picketed by architecture students when it was dedicated, according to a New York Times article from 1962. Classes are split between Uris and Warren Hall, which opened in 1999 and is shared with the Columbia Law School. The school’s Ph.D. students work in windowless cubicles, the cafeteria overflows with students at lunch time and a former basement storage area serves as a laboratory.

“Our students get an excellent education here, and it’s despite the facilities,” Levav said.

Executive Education

New buildings can also provide more room for executive education, the profitable, non-degree programs for business employees paid for by their corporations.

MIT Sloan’s new building has a wing dedicated to executive education, with more elaborate lighting and furniture than the rest of the school, and its own dining room. Currently, many Sloan executive education classes are held off campus.

“It is on campus, it is clearly part of the Sloan school complex and it makes it easier to say ‘yes,’” said Rochelle Weichman, the associate dean for executive education.

MIT’s building consolidates offices for 107 professors who were spread across five structures, and the four floors of offices are designed to encourage interaction between professors of different departments to help spur innovative thinking, said Lucinda Hill, director of capital projects at Sloan.

Halfway There
Yale has raised about half of the $180 million needed for its building, and will seek another $25 million from donors and borrow the remainder, Oster said in an interview conducted in a full-scale mockup of Yale’s future classrooms, erected in a warehouse off-campus. Naming rights for the building will cost a benefactor $100 million, she said.

Founded in 1974, the Yale School of Management is the youngest business school in the Ivy League, a group of eight U.S. colleges in the Northeast.

“We want to build a great business school,” Yale President Richard Levin said in interview. Levin said he wants the business school to be on par with Yale’s law and medical schools and “be thought of among the best” in the world.

Yale business faculty now work in buildings that date back to 1836, in offices designed as bedrooms and dining rooms with fireplaces and plaster moldings. Many classrooms and staff offices are in a sunken building constructed in 1961, which first housed Yale’s computer and later its astronomy department.

Hurt Recruitment
“The current facility doesn’t look and feel like a business school,” Levin said. “I think it does hurt us in attracting students.”

Having more students will allow Yale to assure its programs are fully enrolled and to justify the size of its faculty, Oster said.

“You don’t want to be in a position where you have three students in each category because you’ll never get enough recruiters and you won’t get classroom excitement if the electives have too few people in them,” Oster said. “We don’t have enough students to go around.”


Friday, August 27, 2010

Students Need Help to Save Money, but Don't Always Know It, Study Finds

ScienceDaily (Aug. 27, 2010) — Students could use help saving more money, but they don't always know it, says a University of Waterloo study.

Most people intend to save more money, and spend less, than they currently do. If they were offered a simple way to do so, would they take it? New research suggests the answer is no.

And the reason is that their very good intentions can give rise to a sense of optimism that leads them to undervalue opportunities that could make it easier to actually achieve a long-term savings goal.

"Our results highlight the costs of being too optimistic," said the study's senior author, psychology professor Derek Koehler.

Researchers at Waterloo asked students in the university's co- operative education program to set a savings goal at the beginning of a work term, and then asked them again at the end of the term whether they had met their goal. Co-op students alternate work and study terms, and most plan to save much of their earnings from the work term for use during the subsequent study term.

At the beginning of the term, the students expressed strong intentions to save and estimated their chances of doing so to be quite high, around 85 per cent on average. If those self-predictions were accurate, then about 85 per cent of the students would have been expected to achieve their goal by the end of the term.

But only 65 per cent of the students reported having been successful. In short, at the beginning of the term, students were overly optimistic about their chances of reaching their savings goal.

Some of the students were offered enrolment in a program that could help them to save. The program required them to monitor their savings and report their progress every other week during their work term. It turns out that the students in the program were more successful at achieving their savings goals.

Although the progress-report program helped the students to save, the students failed to recognize its benefits.
When they were asked at the beginning to predict the impact it would have, most students thought the program wouldn't do anything to help them. After all, they were very optimistic (in fact, too optimistic) that they could achieve their savings goal without any outside help.

In a second study, the progress-report program was described to another group of students, who were asked how much they were willing to pay to be enrolled in it. (The cost was deducted from an $8 payment the students received for being in the study.)

Students were typically unwilling to pay more than $1 for the program, and the most common response was zero. In reality, the progress-report program seems to have been worth quite a bit more, given that it increased students' chances of achieving their savings goal, which averaged around $5,000, by a full 10 percentage points.

The study's authors suggest that being overly optimistic about achieving future goals, whether in saving money or in some other aspect of life, can be costly if it leads people to overlook ways in which they could make it easier to accomplish those goals.

Take RSPs as an example. Many people intend to make a contribution every year but fail to do so. Optimism that they will manage to make a lump-sum contribution by the end of the year might lead them to undervalue the benefits of setting up automatic monthly (and less painful) withdrawals from a bank account to a RSP.
As the authors conclude, optimism "can be costly if the disproportionate focus on good intentions leads people to overlook steps they could take to make their futures brighter."

Interestingly, the optimism the students exhibited in predicting their own success in achieving their savings goals did not extend to their predictions of how other students would fare.

In fact, the same students who had undervalued the progress-report program for themselves, thought it would be helpful for others.

The study's authors say that being "in the grip" of a strong intention to accomplish an important goal makes people's self-predictions of their own future behaviour more susceptible to excessive optimism than their predictions of how others will behave.

The stud is scheduled to appear in a forthcoming issue of the journal Social Psychological and Personality Science.

The two other researchers involved in the study are Rebecca White, a postdoctoral fellow with the Center for Decision Research at the University of Chicago Booth School of Business, and Leslie John a doctoral candidate in behavioural decision research at Carnegie Mellon University.

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