how to create barcode in vb.net 2010 TWO The Sources of the Problem in Software

Creation ECC200 in Software TWO The Sources of the Problem

CHAPTER TWO The Sources of the Problem
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well or how poorly a corporation performed. Companies undertook major efforts to understand not just what made them profitable, but also what were the drivers of value the buzzword of the day. At this time we need to question the inordinate focus on share price and stock performance as the ultimate measure of corporate health and success. Clearly, in the past 10 years, we ve taken that belief to the extreme by allowing our corporate executives to reap vast rewards based predominantly on the performance of their stock. As a consequence we ve gotten away from rewarding executives and holding them accountable for managing the basic fundamentals of the businesses that they control. I question whether the principal job of management is to manage stock performance. It is the job of management to produce sustainable long-term profitable growth by producing and delivering valued products and services that meet a need in society.
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LESSONS OF THE LBO
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The 1980s also saw some major forces at work upsetting the status quo of corporations. Credit was freer than it had ever been. Investment banks were constantly finding new ways to borrow and lend money. Drexel Burnham and Michael Milken created the junk bond market, opening up public-debt financing to a whole new class of companies, borrowers and lenders. Kohlberg Kravis Roberts & Co. (KKR) and other firms led the investment groups that bought companies by borrowing against the company s assets in what became known as leveraged buyouts, or LBOs. Usually, a small group of managers of the acquiring company also became partial owners as part of the transaction. Groups of executives also organized company buyouts in which they borrowed as much money as they could. They sought the assistance of an investment bank to borrow the rest of the money required to buy the company from shareholders. These management buyouts or MBOs were very similar to LBOs in that the company s assets were pledged in order to borrow the funds required to pay shareholders for their stock. After the LBO or MBO was completed, the company was private, meaning that all of the shares previously owned by a large
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PART ONE The Stock Option Problem
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number of shareholders and traded on a stock exchange were now held by a small group of investors and were no longer publicly traded. Those investors typically included 10 to 20 of the company s executives who had mortgaged their homes and cashed in their personal savings to acquire significant stakes in the company. Now personally at risk, the same executives who had run these vast, slow-moving bureaucracies started making bold decisions to dramatically cut expenses and sell off major divisions. Huge conglomerates like Beatrice Foods Company and the former Borg Warner Corp. that were built over decades were disassembled or pared down to their core in one to two years. Familiar corporate names disappeared overnight and thousands of people lost their jobs. Nonetheless, it showed that senior executives of many large corporations could if properly motivated think and act like entrepreneurs. The companies they owned and managed often became more streamlined, more competitive, and stronger for the future. BorgWarner Inc., which had once been part of a huge holding company, provides a powerful example of the LBO experience. Today this lean and cost-conscious company is the best-performing major automotive supplier in the industry. Back in the 1970s, however, it was part of a conglomerate put together under the prevailing belief in economies of scale, which supposedly would allow a single management team to oversee and run diverse operations across several industries. Another classic example was Beatrice, which was also a conglomeration of businesses, many having little to do with each other. The idea in those days, however, was that if management could be successful in one business, why not in two, three, four, or more diverse areas By the early 1980s, however, it had become apparent that this strategy did not work. A single management structure was less effective in running operations across several industries than separate leadership teams. The individual parts were worth more than the whole. In the case of the former Borg Warner Corp., it began shedding underperforming assets after the leveraged buyout in 1987. By 1993 two separate entities remained: Borg-Warner Automotive and BorgWarner Securities. Each went public in separate transactions in 1993.
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