How to Take Back Democracy on November 4th

Bold prediction: Rising inequality of income and wealth will be the most important political battleground over the next few decades.

Just take a look at the figures. The share of income accruing to the top 1 percent increased from 9 percent in 1976 to 20 percent in 2011. The richest 0.1 percent controlled 7 percent of the wealth in 1979 and 22 percent of the wealth in 2012. Meanwhile, there are a number of studies out there showing that the most effective way to reduce this inequality would be higher taxes on income and wealth, but the rich won’t let it happen.

Consider also this: The rise of income inequality and wealth inequality are intimately connected, and causes all sorts of problem over the long term. As Emmanuel Saez and Gabriel Zucman write:

Income inequality has a snowballing effect on the wealth distribution: top incomes are being saved at high rates, pushing wealth concentration up; in turn, rising wealth inequality leads to rising capital income concentration,which contributes to further increasing top income and wealth shares.

That is, income is a flow, which quickly becomes a stock. The rich make enough money to save; in contrast middle-class and low-income workers don’t have enough money to live, so they are increasingly burdened by debt. They can’t build up wealth, which means they are deprived of opportunity. This creates a self-perpetuating cycle of wealth on the top and debt on the bottom.

In a comedy bit on wealth, Chris Rock claims, “You can’t get rid of wealth.” The empirical research on the question largely supports his assertion. In “The Son Also Rises,” Gregory Clark finds that wealth remains in a family for 10-to-15 generations and notes,

Groups that seem to persist in low or high status, such as the black and the Jewish populations in the United States, are not exceptions to a general rule of higher intergenerational mobility. They are experiencing the same universal rates of slow intergenerational mobility as the rest of the population.

But, of course wealth and income inequality weren’t always as bad as they are today. What happened? In a word: cheating. Although many people try to explain rising inequality away by arguing we live in a winner-take-all economy or that inequality is the result of skill-biased technological change, these arguments are bunk. Inequality has been driven by public policy choices that favored the richthe decline of unions and the rise of finance. As the chart below shows, tax rates on both income and inheritance were high during the relatively equal ’60s, ’70s and ’80s and then fell dramatically paving the way for the inequality we see today (Chart Source).

The best way to reduce inequality would be to tax income and wealth. While conservatives often claim that this would reduce economic growth, such claims have very little economic support. For instance, Thomas Piketty, Emmanuel Saez and Stefanie Stantcheva find no correlation between economic growth and tax cuts. Because of this, they find, “the top tax rate could potentially be set as high as 83%.” (Chart Source)

Nobel Prize-winner Peter Diamond argues that the top marginal tax rate could safely breach 73 percent, and indeed, such a rate might even be “optimal.” Another recent studyfinds the top marginal tax rate could be as high as 90 percent. Republicans sometimes claim that inequality is necessary for economic growth; in fact, the evidence suggests rather the opposite is true: High levels of inequality imperil growth.

But, here’s the problem: The same political forces that allowed the 1 percent to take our political system hostage have only worsened in the past decade. As Nick Hanauer notes in a recent Intelligence Squared debate,

At the same time, the percent of — of labor — the percent of GDP devoted to labor has gone from 52 to 42.  So that difference is about a trillion dollars annually.  So that — here’s the thing you have to understand.  That trillion dollars isn’t profit because it needs to be or should be or has to be.  It’s profit because powerful people like me and [Edward Conrad] prefer it to be.  That trillion dollars could very easily be spent on wages. Or — or on discounts for consumers.  This isn’t a consequence of some magical law of economics.  This is a consequence of differentials in power.

Nick hits on a very important point: The rising concentration of economic power has coincided with a concentration of political power. A recent paper by Adam Bonica and others illustrates that as inequality has increased, the rich have spent more money on the political system:

As Benjamin Page, Larry Bartels and Jason Seawright recently found that the wealthy tend to be more economically conservative than the population at large. But a particularly startling finding is that, “on economic issues wealthy Democratic respondents tended to be more conservative than Democrats in the general population.” The wealthy are usingthe political system to turn their income into wealth and then that wealth into more wealth. They’re going to keep doing it, unless we stop them.  One solution is to reduce the massive turnout gap between the rich and poor.

Studies show that states with more low-income turnout have higher minimum wages, more generous child health insurance programs and stricter anti-predatory lending policies. They also have more generous welfare benefits. The fight against inequality will be a long one, but the first step is turning out to vote — the most radical step one can take in our country is actually believing democracy is more than just an idea.

This piece originally appeared on Salon

Born Global or Die Local – Building a Regional Startup Playbook

Entrepreneurship is everywhere, but everywhere isn’t a level playing field. What’s the playbook for your region or country to make it so?

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Scalable startups are on a trajectory for a billion dollar market cap. They grow into companies that define an industry and create jobs. Not all start ups want to go in that direction – some will opt instead to become a small business. There’s nothing wrong with a business that supports you and perhaps an extended family. But if you want to build a scalable startup you need to be asking how you can you get enough customers/users/payers to build a business that can grow revenues past several $100M/year.

With 317 million people the U.S. has a large enough market that most U.S. startups ignore the rest of the world until they scale in their own country. Outside the U.S. a rough rule of thumb for scale is a local population greater than 100 million (and language, cultural and/or regulatory barriers to delay or keep out U.S. entrants.) China, Russia, Brazil, India, Indonesia all meet those criteria. (Obviously this depends on industry and application.) However, most countries don’t have sufficient population to support scale with just their local market and ultimately need to be global players – from day one.

Regional Ecosystems
I’m in Australia and just spent time with some great entrepreneurs in Melbourne.

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Bay of Fires Tasmania

One of the groups I spoke to was the Australian Sports Technology Network. This group realized that Australia has a great reputation as one of the world’s best sporting nations. They realized if they could develop and promote a well-coordinated sports technologies industry, they could capture their unfair share of the $300 billon sports consumer market. So they put together a sports technology ecosystem – gathering sports startups in apparel and footwear, protective wear, equipment, nutrition, wearable devices, data and video analytics, and web and mobile solutions and brought them together with investors, retailers and distributors, universities, research centers and national sporting organizations.

Creating a vertically oriented regional ecosystem is a pretty amazing accomplishment for any country or industry.

However, in meeting some of the sports startups one of the things that struck me is that most of the founders who said they wanted to grow big hadn’t given much thought about how they would go about building size and scale.

The trap most of them fell into (common almost everywhere): they were reading the blog posts and advice of Silicon Valley-based companies and believing that it uniformly applied to them.
It doesn’t.

Born Global or Die Local
The biggest mistake for most of these startups was not understanding that optimizing their business model for the 24 million people in the Australian market would not prepare them for the size and scale they needed to get to big.

Instead of beginning with just a focus on Australia, these startups needed to use the business model canvas and articulate which of their hypotheses should be tested locally and what would require getting on an airplane to test by watching someone’s pupils dilate face-to-face.

For example, one of the critical business model hypotheses they could test locally is Product/Market fit – the connection between their Value Proposition (what product or service they were building) and the Customer Segment (who they were building it for).

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Further refinement of Product/Market fit could be done locally by using Value Proposition Design.

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But other critical hypotheses such as activities, resources, partners, channels needed testing offshore. For example, many of the Australian sports tech business models shared common elements. They intended to get scale for their business by growing in the U.S. while building their products in China. And their branding and demand creation activities were going to occur primarily outside of Australia. This meant they would need U.S. channel partners and Chinese manufacturers and customer acquisition and activation programs outside their home country. And as good as the Australian angel investors have been, there still is dearth of serious follow-on funding in Australia. This means that most follow-on rounds of tens of millions of dollars, if needed will likely come from outside the country.

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While the network was very helpful getting these startups together and introduced to investors, it wasn’t clear how and when these startups tested their “going global” hypotheses.

No one had written the playbook.

Building a Regional Startup Playbook
What’s been missing from regions outside of Silicon Valley is a “playbook.” In American football a playbook contains a sports team’s strategies and plays. It struck me that every region needs its own industry playbook on how to compete globally. For Australian sports startups, a playbook might lay out in detail the following steps:

  • Build minimal viable products and test product/market fit in Australia
  • Identify activities/resources/partners locally and then globally
  • Get seed funding in Australia
  • Trip 1 to China to understand manufacturing landscape, potential partners and rough cost of goods
  • Trip 2 to the U.S. to understand distribution channel landscape, potential partners and rough cost of customer acquisition
  • Test product/market fit in the U.S.
  • Trip 3 to China, pick manufacturing partner, start low volume production
  • Test channel and demand creation activities in the U.S.
  • Trip 4 to the U.S. Establish U.S. sales office
  • Trip 5 to the U.S. to get Series A funding in the U.S.

Each industry in a region should develop a playbook that expands and details the strategy and tactics of how to build a scalable startup. When a playbook is shared through regional collaborations (like the Australian Sports Tech Network) entrepreneurs can jumpstart their efforts by sharing experience instead of inventing the wheel each time a new startup is launched. Now all they need is a playbook. As markets mature, and investors and the ecosystem become collectively smarter, the playbook will change over time.

Lessons Learned

  • A scalable startup typically requires a local population >100 million people
  • If your country doesn’t have that you need to be born global
  • Your country/industry needs a “go global” playbook

Steve Blank’s blog: www.steveblank.com

Amazon: Yes, we screwed up on Fire Phone

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Pee-wee does Avengers trailer, teases new movie

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Outlook for Mac is here (but there’s a catch)

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Call Center Worker Suspended for Answering Calls With Robot Voice

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