Published CommPro.biz 2014.02.20

A Bribe Is A Bribe Is A Bribe

A recent (2/09) New York Times story detailed the hiring of a young woman at the behest of a family friend. A job was created for her at JP Morgan Chase. Her family friend just happens to hold a powerful position in a Chinese agency that oversees insurers. The bank was looking to snag business deals with a number of the insurers that her benefactor holds sway over. There is nothing unusual about arrangements of this nature. What makes this one stand out is, that the “ask” was in the ear of Jamie Dimon, top dog at Chase. The young woman was not only in the room, she was serving as the official’s translator.

First off, the young woman was an outstanding candidate; Chase was lucky to get her. And Dimon was careful to distance himself from the hire. However, Chase did get a bunch of deals right quick from companies under the regulator’s gaze. It seems clear that in addition to getting a first rate employee, Chase made a ton of money from her family friend’s ”contacts”. Because a government official is at the center of this arrangement, a case might be made that hiring the young woman at his behest constitutes a bribe. That’s a big “No-No” under United States law.

This is not an isolated case. Chase has a history of jobs for deals as do most all of the monster banks; Goldman Sachs, Citi, and all the usual suspects. Legally they are likely inside the safe zone; ethically they are not even close. While Dimon was careful to give himself cover on this hire, it doesn’t change the underlying truth. These deals –especially in light of their frequency– indicate that they are part of the culture of these banks. The culture of any organization reflects the ethical and moral compass of its leader; in this case Jamie Dimon.

These monster banks slithering around making backroom deals to gain the favor of business or government officials are ethically pathetic. A good business leader knows to back away from any deal that is not a good deal for everyone involved. Cash under the table or hiring somebody’s kid, either way it’s a bad deal for the buyer and the seller. It’s an admission by the seller that what they’re selling isn’t worth the price, and/or it means the buyer didn’t get the best deal for their bucks.

These banks are too-big-to-fail and way too-big-to-manage. They’ve created a greed driven culture that does anything to keep the bucks rolling. They’ve trampled the real bankers in our community banks, using ill gotten profits gained by gambling with their depositors’ funds; all insured by the FDIC (that’s us). The solution is to break these monsters up before they trigger another crash. We did it in the 1930s  and set up rules that kept us safe for the better part of a century. Lesson learned? It’s time to repeat; break up the too-big-to-fail banks before they fail again. How hard is that to understand?

"Am I wrong?"--"Am I Nuts?"

"What do you think?"--"Do you agree?"

Wal-Mart, Same-Ol’, Same-Ol

They gathered by the thousands earlier this month (2013.06.06) at the Walton arena on the University of Arkansas campus in Fayetteville. It was the annual meeting of the world’s largest retailer, Wal-Mart. The crowd was largely made up of employees who had earned a trip to Fayetteville from their remote corner of the wonderful world of Wal-Mart through some display of loyalty. There were a few shareholders and high profile performers including Hugh Jackman, who was the meeting’s host. 

Unlike the Wal-Mart employees at the meeting, Jackman and the other celebs were not there at company expense, at least not Wal-Mart’s expense. Given the revenues generated for major motion picture and music companies by Wal-Mart –reportedly as much as 40% of their total income– we’ll guess that the stars were well compensated for their visit to Arkansas by someone.  

The affair was not all glitz, glitter, and company presentations. Time was set aside for participation by the shareholders, fifteen minutes out of the four hours, about 6%. That despite the fact that the shareholders had some serious beefs. Like what have you done about the rampant bribery, the deaths in Bangladesh factories and declining year to year store sales, things like that? Management’s answers? Less than satisfying. Easy for them knowing that the Walton family controls more than half the votes. As long as the family is happy, the management can ignore the rest of the world. 

A shareholder/employee commented on CEO Michael Duke’s nearly $21 million 2012 paycheck: “Times are tough for many Wal-Mart associates. We are stretching our paychecks to support our families.” Considering our low wages, she added, “I don’t think that’s right.” A considerable number of those in the audience cheered and applauded her comment. You can bet those folks won’t get a free ride to next year’s annual meeting, assuming they even keep their jobs.

For his part Duke said, "You operate with integrity, our company was founded on integrity. For Wal-Mart, compliance is an absolute. Make no mistake about it; we will do the right thing." It’s easy to see the disconnect right there. Duke obviously doesn’t understand that the “Right Thing” is not compliance. "The “Right Thing” is the ethical business model. “Compliance” is the letter of the law, working right at the edge of the law; Compliance is what you can get away with.

Compare this annual meeting with one held a month earlier in Omaha, Nebraska, the annual Berkshire Hathaway bash thrown by Warren Buffett. “Buffettpalooza,” as it’s called, attracted more than twice as many people, 35,000, all shareholders, all happily paying their own way. But those are just the surface differences when compared to the Wal-Mart annual meeting. The real difference lies in a culture of transparency at the core of Buffettpalooza, a culture that’s nowhere in sight at Wal-Mart.

Published 2012.01.24 in CommPRO.biz 

http://www.commpro.biz/news/thursday-january-24-2013/

Do The Math

Those of us who have spent time in communications, be it journalism or public relations, are familiar with what we call a “Grandstand Move.” That’s when an outfit with a well-deserved lousy image will roll out some event or policy designed to make them look good. With luck they garner a ton of positive media attention. So it is with Walmart. Their latest is a pledge of a job for every returning veteran during their first year out of the service. It got Walmart more positive media than they’ve seen in years. Even we were impressed until we got to thinking about it.

The majority of jobs in the Wonderful World of Walmart are low-wage, part-time with zilch benefits. When you’ve served in the workplace culture prevalent in our military, who wants that kind of job?  Bill Simon, who runs the Walmart stores in the United States, joined the company less than ten years ago. He was paid about $8.5 million last year. Our guess is that not many of the hundred thousand vets Simon estimates Walmart will hire over the next five years will take home even the average US paycheck, let alone much above that figure. A hundred thousand hires over five years is just 20,000 a year, roughly four or five a year per Walmart store. So if you do the math Walmart’s offer to our veterans doesn’t add up to all that much.

Ironically, Bill Simon’s big announcement came just a few days before Fortune magazine rolled out their 2013 listing of the 100 best places in America to work. It’s no surprise that Walmart didn’t make the list. It was dominated at the top by Google and other enterprises that employ mostly high-skill, high-wage people. Except for the one in fifth place, Wegmans, a family owned supermarket chain.

Wegmans is one of only thirteen companies that have been on the Fortune list since its debut. They have more employees than any other company in the top forty on the list, and while they pay well, the majority of their people are not in the upper brackets. The Fortune research model includes a scientific sample drawn from all full-and-part time employees. In Wegmans’ case that includes the young people who round up shopping carts from the icy and snow-covered parking lots in the northeast where their stores are located.

The message is pretty clear, it’s the culture. Walmart can roll out all the PR events and policies they can come up with, it won’t change their culture. Their people on the front line do not create the culture – that comes from the top. Wegmans is in the hands of the fourth and fifth generations of the Wegman family who carefully guard their culture. Walmart is controlled by the Walton family. Their wealth is close to a hundred billion dollars; sadly that’s about all they have to show for it.