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What Shakespeare can tell CEOs about leadership in disruptive times

I found this article that’s worth sharing, authored by David G. Pumphrey, a partner emeritus of Heidrick & Struggles’ CEO & Board Practice and a life member of Bell Shakespeare, the Australian performing-arts company. Because of its length, I whittled it down to its core.

“What we learn from Elizabethan England and Shakespeare’s plays is that it is impossible to resist the forces of change. Change must be welcomed with an open mind and a willing heart. New leadership styles must be developed that can accommodate and facilitate the new ideas upon which progress depends.

Shakespeare shows us how different leadership styles favor different times, situations, and cultures. He leaves us with the challenge to make a judgment call on which leadership style best suits us, and the environment in which we’re operating.

THE FAULT IS NOT IN OUR TIMES, BUT IN OURSELVES
Autocratic leaders may have a place at a time of crisis to stabilize the situation, but this style unravels when the way forward becomes murkier. Ramming down what they want from sheer gut instinct and what worked for them in the past without empirical evidence usually fails.

In times of doubt, the solution is to slow down, listen more, consult widely, and create management structures that allow new ideas to flourish. What’s needed is true diversity of thinking to find new pathways to growth. The key is objectivity as leaders allow the facts to emerge that can be adopted by all.

DIVINE RIGHT: THE LAST REFUGE OF THE POWERLESS
Richard II believed he was the anointed king who was entitled to rule, even if he had little sense of direction and was prone to lose touch with reality. His impulsive and injudicious behavior quickly led to him alienating his subjects and losing his authority.

We see the downside of “divine right” — or a sense of entitlement and hubris — in the issues that bedevil family-business dynasties, conglomerates and political fraternities today, where leaders tap a favored insider on the shoulder and pass the baton with little or no objective scrutiny.

Hubris was nearly IBM’s undoing in the 1980s. But Big Blue learned to renew itself by abandoning its “divine right” to lead the computer industry. What prevented it from “sleepwalking off the edge of a cliff,” as its new CEO said when he arrived to start the turnaround, was a shift to an evidence-based culture.

By consulting its stakeholders, IBM developed an awareness of big changes in its industry and identified new opportunities for growth. By sheer necessity, IBM adopted a new leadership approach and shaped a new culture.

AUTOCRATS BLINDED BY THEIR OWN RHETORIC
King Henry IV was autocratic in his manner. He seized power from Richard, and his style was authoritarian, which created conflict rather than healing after the tensions of Richard’s reign. Autocratic leaders drive strategy through the force of their personalities. It’s mainly based on intuition and experience.

This could be said to describe the leaders who brought down the Royal Bank of Scotland in the biggest bank bailout in British business history, as well as those who led the failed takeover by HP of the computer giant Compaq in the United States. These leaders disregarded evidence-based strategies and instead relied on their own judgment of “perceived value.”

THE PEOPLE’S HERO: OPEN TO LEARNING
King Henry V’s progress to hero king required considerable leadership and personal development. He faced oblivion as he led an exhausted army of 6,000 foot soldiers against a fresh, armored force of 30,000 horsemen. How did he master his complex and volatile environment?

• He relied on evidence, gathering information about his army’s mood by walking in disguise the night before the battle.

• He focused on building a strong team, bringing together an unlikely group of misfits, and molding them into a disciplined force. People who didn’t accept his values were dealt with accordingly.

• He inspired and motivated to build inclusivity and direction, and aimed to shape his motley group into a tightly knit team able to face any challenge.

• He innovated, adopting the latest technology: the longbow, which cut down many of the opposing French early in the battle; and sharpened pikes, which impaled their horses at the first charge.

• He strategized and had luck on his side — a vital quality in battle, as in business.

• He aligned and engaged his troops before revealing his strategy. He first built trust, then alignment and engagement, then discipline, and then, and only then, flawless execution of the plan.

Diversity of thinking is a critical component as ideas are gathered and “the troops” in the organization are consulted. Once they’re engaged and united in common purpose, the strategy can be executed with power and passion.

HOW TO EMBRACE AND NOT FEAR THE UNKNOWN
How do leaders prepare for disruptions they cannot see and seize opportunities not yet obvious?

More than 150 global chief executives from 2015 World Economic Forum, in Davos, Switzerland, broadly agreed that traditional approaches to strategy no longer apply. Several spoke of implementing regular, 100-day exercises and abandoning the standard three-to-five-year planning cycle.

Recognizing that chasing certainty is futile, leaders are catalyzing “not knowing” into a force for innovation. A certain level of professional doubt should be the quality of any good leader. Doubt sharpens the senses, makes leaders more alert, and provides the clarity to spot apparently innocent and unrelated trends.

The executives interviewed in Davos identified a quality called “ripple intelligence” found in many successful leaders. These leaders have a keen sense of how one unexpected splash or activity within their business, or outside of their industry sector, could create a huge impact as the effects (or ripples) spread outward.

In uncertain times, perhaps the only certainty is that we all need to develop a mind-set of openness and a willingness to look beyond the obvious. In the words of Shakespeare’s Henry V: “All things are ready, if our minds be so.”

Rafael M. Alunan III served as DoT and DILG Secretary; and currently chairs the National Security Committee of the Philippine Council for Foreign Relations.

rmalunan@gmail.com

map@map.org.ph

http://map.org.ph

Pope visits Colombia to boost peace process after 50 years of war

VATICAN CITY — Pope Francis travels to Colombia this week to encourage a fledgling peace process that ended half a century of war between a succession of governments and the guerrilla group FARC but has left the country deeply divided.

Francis, making his 20th foreign trip as pontiff and his fifth to his native Latin America, will spend five days in the country, visiting the capital Bogota and the cities of Villavicencio, Medellin and Cartagena.

The Argentine pope had delayed accepting a government and Church invitation to visit Colombia, where about 80% of the population is Catholic, until a viable peace process was under way.

“He had wanted to go for a long time. Now the moment has come,” Vatican spokesman Greg Burke said.

Leftist FARC, by far Colombia’s biggest rebel group, introduced its new political party last week, a major step in its transition into a civilian organization after more than 50 years of war that killed 220,000 people.

Under its 2016 peace deal with the government, most FARC fighters were granted amnesty and allowed to participate in politics. Whether the rebels will secure support from Colombians, many of who revile them, remains to be seen.

The peace accord, which was brokered by Cuba and Norway, was initially rejected by a less than 1% margin in a referendum before being modified and enacted.

Like the rest of the country, Colombia’s Roman Catholic bishops were divided on their support of the deal, with some saying it was too lenient to the guerrillas. The pope is expected to urge them to put aside their differences during his trip on Sept. 6-10 and help the country move forward.

“The greatest task of the Church in Colombia now is to help stem the polarization around the peace process between the government and the guerrillas,” said Archbishop Octavio Ruiz, a Vatican official and Colombian. “This is a time for us to accept the grandeur of forgiveness, to leave behind us this dark period of war and blood. — Reuters

Rico’s Lechon beefs up operations outside Cebu City

IT’S BUSINESS as usual for Rico’s Lechon amid the closure of its commissary and two restaurants based in Cebu City as it beefs up its operations in Mandaue City. Enrico V. Dionson, founder of the “Rico’s Lechon” brand, said in an interview that while the company hopes that the Cebu City government will re-open its businesses, it has hitched on a 240-square meter “lechonan” area in Mandaue City to accommodate the demand at the same time to support affected employees. Mr. Dionson said they are now looking for possible areas in Mandaue City and a bigger alternative commissary in order to sustain the business and accommodate continuing demand. Although the production capacity of its temporary commissary area in Mandaue is much smaller than the 2,000 square meter area in Talamban, it is sustaining the orders and daily requirement of its branch in Mactan Island, he said. Since the Cebu City closure, Rico’s Lechon, managed and operated by the family-managed 3MRS Dionson Corporation, has been producing about 20 roasted whole pigs a day from its previous average of 60. Mr. Dionson said about 70% of their 213 employees have been affected by the closure, while the company loses an average earning of P300,000 from the two restaurants. The 20-year-old lechon-making business of 3MRS Dionson Corp. was ordered closed by the Cebu City government early August for alleged failure to comply with business permit requirements and environmental permits. — The Freeman

See full story on https://goo.gl/VM6Y4U

Harvey could reshape how and where Americans build homes

TEXAS — Jerry Garcia’s home in Corpus Christi missed the worst of Hurricane Harvey by just a few miles and lost nothing more than some shingles and his backyard pier, which turned up further down Oso Bay. A 5-foot bulkhead and sloping lawn shielded it from the flooding that’s devastated parts of Texas.

A home builder, Mr. Garcia said he built this place, like all the houses he builds, “above code” — stronger than the standards required by law, which in Texas tends to be less than in most states. But he doesn’t think those tougher standards should be imposed on every builder.

“You’ve got to find that medium, to build affordable housing,” Mr. Garcia, 65, said sitting in his house as Harvey’s rains continued to pound the coast further north. Tougher mandatory codes mean higher costs, which means fewer homes. And if insurers had their way, he added, every home would be “a box with two doors and no windows.”

Hurricane Harvey has highlighted a climate debate that had mostly stayed out of public view — a debate that’s separate from the battle over greenhouse gas emissions, but more consequential to the lives of many Americans. At the core of that fight is whether the US should respond to the growing threat of extreme weather by changing how and, even where, homes are built.

That debate pits insurers, who favor tighter building codes and fewer homes in vulnerable locations, against homebuilders and developers, who want to keep homes as inexpensive as possible. As the costs of extreme weather increase, that fight has spilled over into politics: Federal budget hawks want local policies that will reduce the cost of disasters, while many state and local officials worry about the lost tax revenue that might accompany tighter restrictions on development.

Harvey slammed ashore in Texas Friday with historic levels of rain and flooding. On Wednesday, the storm returned, making landfall a second time in southwestern Louisiana, which was devastated by Hurricane Katrina in 2005. At least 15 people have died so far in Texas, according to a count by the Austin American-Statesman newspaper. Thousands more have been displaced from their homes. Early estimates on damages range from $42 billion to more than $100 billion.

Contributing to the high losses is the fact that Texas, despite being one of the states most vulnerable to storms, has one of the most relaxed approaches to building codes, inspections, and other protections. It’s one of just four states along the Gulf and Atlantic coasts with no mandatory statewide building codes, according to the Insurance Institute for Business & Home Safety, and it has no statewide program to license building officials.

Texas policies leave home building decision to cities, whose record is mixed: Corpus Christi uses codes that reflect national standards, minus the requirement that homes be built one foot above expected 100-year-flood levels, according to the Federal Alliance for Safe Homes. Nueces County, which encompasses Corpus Christi, has no residential building code whatsoever.

The consequence of loose or non-existent codes is that storm damage is often worse than need be. “Disasters don’t have to be devastating,” said Eleanor Kitzman, who was Texas’s state insurance commissioner from 2011 to 2013 and now runs a company in South Carolina that constructs and finances coastal homes that are above code. “We can’t prevent the event, but we can mitigate the damage.”

Any proposal that would increase costs in Texas draws push back from home builders, a powerful group in a state where people despise red tape about as much as they hate taxes.

“They are not big on regulation,” said Julie Rochman, chief executive officer of the insurance institute. That skepticism about government was on display in 2013, when the state’s two senators voted against additional federal funding to clean up after Superstorm Sandy. But it can be applied selectively — Governor Greg Abbott requested federal money for Hurricane Harvey before it even made landfall.

Building codes elicit little support in Austin. At the end of this year’s state legislative session, the Texas Association of Builders posted a document boasting of its success at killing legislation it didn’t like. That included a bill that would have let cities require residential fire sprinklers, and another that would have given counties with 100,000 people or more authority over zoning, land use and oversight of building standards — something the builders’ group called “onerous.”

Ned Muñoz, vice-president of regulatory affairs for the Texas Association of Builders, said cities already do a good job choosing which parts of the building code are right for them. And he argued that people who live outside of cities don’t want the higher prices that come with land-use regulations.

Mr. Muñoz said his association’s target is “unnecessary and burdensome government regulations, which increase the price of a home.”

The fight in Texas is a microcosm of a national battle. The International Code Council, a Washington nonprofit made up of government officials and industry representatives, updates its model codes every three years, inviting state and local governments to adopt them. Last year, the National Association of Home Builders boasted of its prowess at stopping the 2018 codes it didn’t like.

“Only 6% of the proposals that NAHB opposed made it through the committee hearings intact,” the association wrote on its blog. Some of the new codes that the home builders blocked had been proposed by the Federal Emergency Management Agency (FEMA) — the same agency that’s on the hook when homes collapse, flood or wash away. And when FEMA is on the hook, it’s really the taxpayer.

Ron Jones, an NAHB board member and builder in Colorado who is critical of the organization’s views on codes and regulations, said that while the focus now should be on helping people hurt by Harvey, he hoped the storm would also force new thinking.

“There’s no sort of national leadership involved,” said Mr. Jones. “For them it’s just, ‘Hell, we’ll rebuild these houses as many times as you’ll pay us to do it.’”

Elizabeth Thompson, a spokeswoman for NAHB’s Washington headquarters, said “The vast majority of the code changes that NAHB opposes are submitted by manufacturers to promote the use of specific products.”

“These changes merely add to the cost of a new home,” she said in a statement. “They typically won’t make the home safer or healthier for the occupants.”

The home builders demonstrated their power again this year, when President Donald J. Trump reversed an Obama administration initiative restricting federally funded building projects in flood plains. “This is a huge victory for NAHB and its members,” the association wrote on its blog.

Yet on other issues, Mr. Trump’s administration appears to be siding with those who favor tougher local policies. In an interview just before Harvey, FEMA Chief Brock Long expressed support for an Obama administration proposal to spur more local action on resilience, such as better building codes, as a condition of getting first-dollar disaster relief from Washington.

“I don’t think the taxpayer should reward risk,” Mr. Long told Bloomberg in the interview, four days before Harvey slammed into Texas.

It may seem surprising that a Republican administration would side with its Democratic predecessor on anything, especially something related to climate change. But the prompt is less ideological than practical. Over the past decade, the federal government spent more than $350 billion on disaster recovery, a figure that will almost certainly increase without major changes in local building codes and land use practice.

And much of that money goes to homes that keep getting hit. That’s true for the National Flood Insurance Program, which Congress must reauthorize by the end of next month; some lawmakers, and Mr. Long himself, have said homes that repeatedly flood should be excluded from coverage. But there are also 1.3 million households that have applied for federal disaster assistance money at least twice since 1998 — many of them in the same areas hit hardest by Hurricane Harvey.

In his interview, Mr. Long said his focus as FEMA’s administrator will be working with cities and states to ensure that areas hit by disasters get rebuilt differently, in a way that’s more resilient.

Some state lawmakers acknowledge the need to at least consider doing things differently. Todd Hunter, who represents this part of the coast in the Texas House of Representatives, said Harvey will ignite a conversation about the need for statewide building codes.

“The discussion needs to start,” Mr. Hunter said in an interview at his law office overlooking downtown Corpus Christi, where many of the buildings visible out his window were still without power. And that discussion could go beyond codes: “We need to take a look at where structures are being built.”

Others are less optimistic. If people living along the Texas coast had to pay the full cost of the risk they face, some parts of that coast might empty out. That’s what worries Albert Betts, Jr., executive director of the Texas Insurers Council, the trade association representing insurance companies. And it’s why he thinks Hurricane Harvey won’t shift public policy.

It’s not that Mr. Betts doesn’t like a fight. At his office off a freeway in Austin, his desk is adorned with a hammer on one side and a miniature punching bag on the other. But Mr. Betts said the price of real change could be too high.

“I can’t sit here and tell you, as a Texan, that I don’t want that area developed,” Mr. Betts said. “Smarter people than me have yet to figure that out.” — Bloomberg

Finance dep’t looking for sweet spot between tourism, higher take from airport terminal and landing fees

THE Finance department is studying proposals to restructure airport fees in order to raise revenue collection while also helping encourage tourism.

Finance Secretary Carlos G. Dominguez III said his agency is studying charges imposed on aircraft using Philippine airports, with plans to reduce the fees in top tourist sites in order to attract more visitors.

“We are looking at several ways to improve the revenue of the CAAP (Civil Aviation Authority of the Philippines)… as well as to encourage traffic and tourism outside the Metro Manila area,” Mr. Dominguez told reporters last week.

Last week, AirAsia Group Chief Executive Officer Tony Fernandes asked Mr. Dominguez to reduce or scrap the departure tax imposed in small airports, which the budget carrier said would help support its expansion plans in the Philippines.

Airline passengers leaving the Philippines are levied a full travel tax of P1,620 for those in economy class, while P2,700 is collected from first-class flyers, according to the Tourism Infrastructure and Enterprise Zone Authority.

Pressed for details, Mr. Dominguez said he was open to introducing differential pricing for airports, which include higher landing fees during peak hours: “You want to land in the primetime, you pay more; you want to land in the middle of the night, you pay less.”

Under the CAAP’s rules, landing fees are based on the point of departure. Fees are more expensive if flights are leaving international airports compared to domestic gateways, and are computed based on an aircraft’s maximum gross weight.

Based on CAAP Department Order 98-1178, night flights meant an additional landing charge worth 10-15% if landing and take-off occurs between six p.m. to six a.m.

Another plan would be to implement different charges for boarding gates, Mr. Dominguez said.

Such plans, however, must be ironed out with the Department of Transportation.

“At the same time, if those revenues are going to be high enough, we probably can reduce the charges for airports and destinations that we want people to go to. Like we want to encourage people to go to Bohol, or Laguindingan in Cagayan de Oro, so we can have differential taxation rates there,” the Cabinet official added.

Tourism receipts contribute to inflows to the Philippines alongside remittances from overseas Filipino workers and business process outsourcing revenue, which help balance outflows due to heavy importations.

The government is targeting visitor arrivals of seven million for 2017. As of end-June, some 3.36 million foreign tourists visited the Philippines and spent some P146.334 billion, against the 2.98 million visitors who spent P127.374 billion during the same period last year. — Melissa Luz T. Lopez 

With shift in business focus, Golden Haven drops ‘memorial park’ from name

GOLDEN HAVEN Memorial Park, Inc. is changing its main line of business from that of funeral and memorial services to real estate development.

In a disclosure to the stock exchange on Monday, the Villar-led firm said it secured board approval to amend items in its articles of incorporation, allowing it to change its corporate name to Golden Haven, Inc.

The removal of “memorial park” from the company’s name is in line with the shift in its business interests.

Accordingly, the company will now “invest in, purchase, or otherwise acquire and own, hold, use, sell, assign, transfer, lease, mortgage, exchange, develop or otherwise dispose of real or personal property.”

Golden Haven said the amendments to the articles of incorporation and by-laws will need the approval of shareholders. The company scheduled a special stockholders’ meeting on Oct. 16.

“As part of the Corporation’s financial management and to provide flexibility in capital raising activities, the Board of Directors also approved, in principle, the issuance by way of private placement of up to 150,000,000 shares of the Company,” Golden Haven said.

The final terms and conditions of the offer have yet to be determined.

Incorporated in 1982, Golden Haven currently develops and sells memorial lots in several properties in the Philippines. It ended 2016 with a total of eight memorial parks located in Las Piñas, Cagayan de Oro, Bulacan, Cebu, Iloilo, Zamboanga, Nueva Vizcaya, and Pampanga. The company also develops, constructs, and operates columbarium facilities. 

The company is majority-owned by the Villar family’s holding firm, Fine Properties, Inc.

Golden Haven’s first half attributable profit jumped 24% to P104.4 million, on the back of P473 million in revenues, driven by higher memorial lot and columbarium sales.

Shares in Golden Haven shed 26 centavos or 1.46% to P17.52 apiece at the stock exchange on Monday. — Arra B. Francia

Thomas accepts deal with Cavs

It’s easy to understand why Isaiah Thomas took some time to digest last week’s deal that sent him to the Cavaliers. He had been the Celtics’ brightest light in the last two and a half years, and particularly through the 2016-2017 season that saw the franchise claim the top seed in the East and reach the conference finals. And as trying as the campaign was for him both on and off the court, he endeavored to leave nothing in the tank; lost teeth, the death of a loved one, a major hip injury — all these, and more, he viewed as obstacles to be hurdled in order to further the cause of the green and white. And in the end, his reward was to become trade bait for a fellow All-Star whose numbers approximated his own, but three summers younger, six inches taller, and signed on to a contract for a year longer.

Not that the Celtics didn’t appreciate Thomas’ efforts. On the contrary, they understood that without his unique combine of grit and talent, they wouldn’t have been ahead of the curve; perhaps they would even have been behind it in his absence. Yet, in Celtics head of hoops operations Danny Ainge’s eyes, it’s precisely because of the progress the Most Valuable Player candidate engendered that the swap with the Cavaliers had to be made. It was time for the franchise to take the next step, even if it meant breaking the bank, and, more significantly, even if it meant looking insensitive and detached.

Needless to say, the National Basketball Association is first and foremost a business, and Thomas is no fool not to understand his place in it. In fact, the very same reality had him proclaiming in the midst of his transcendent play that when free agency for him comes in 2018, he would be seeking no less than a max deal. Perhaps he was only half joking, but such proclamations no doubt caught the attention of Ainge, who then acted accordingly. The Celtics overachieved under head coach Brad Stevens, but had reached a ceiling and therefore required deconstruction and reassembly. The subsequent exit of all but four players on the roster that came to within three games of the 2017 Finals was prompted as much by necessity as by a willingness to tinker for the better.

For the Cavaliers, the good news is that Thomas accepted his fate as soon as the trade became formal late last week. He was spotted in his Washington hometown sporting his new team’s gear, and the degree with which his convalescence has been questioned will certainly fuel his competitiveness. Which is to say they’re set for the near and medium terms. He’ll be good to go soon enough, and darned if he won’t relish playing alongside LeBron James the way Kyrie Irving, his Celtics successor, once did, and then didn’t. There are clearly worse ways for him to get over the past than to look forward to vying for a championship and, en route, spiting the team he literally shed blood, sweat, and tears for.

Anthony L. Cuaycong has been writing Courtside since BusinessWorld introduced a Sports section in 1994. He is the Senior Vice-President and General Manager of Basic Energy Corp.

Narcos premieres season 3 in Bogota

THE WHOLE cast of Narcos including Pedro Pascal, Miguel ángel Silvestre, José María Yazpik, Francisco Denis, Michael Stahl-David, Matt Whelan, Matias Varela, joined by Colombian cast members Taliana Vargas, Julian Arango, Sebastián Eslava, and director Andi Baiz among other Colombian celebrities, got together in Bogotá on Aug. 31 to celebrate the show’s last season which was filmed in the country. Season three of Narcos became available on Netflix on Sept. 1.

Who gets the credit?

Sometimes it’s too easy to just squeeze into a group photo and join a victorious team that just swept a basketball championship in the region to grab some credit for the feat. One just has to fly in from a sixth place finish somewhere else in the world and give the team already headed for a gold a pep talk — hey guys I need this reflected glory, so go for the gold. An interview afterwards with a friendly reporter does not hurt, even giving the actual coach a little nod: what’s his name, again?

Basking in other people’s triumphs takes some chutzpah.

Anyway, glories and ideas are not always subject to ownership rights. Thus is the legal study on intellectual property rights like patents and authorships often the subject of litigation and settlements.

Claiming other people’s ideas as one’s own is considered more than a simple breach of etiquette. While words set on paper or blogs are properly dated and attributed, fleeting insights and ideas in a business discussion are more abstract and often not always properly recorded and attributed.

There is no accepted process in place that allocates credit where it’s due, like those who thought of an idea or insight first. Even e-mails are not reliable records of chronology and authorship, as what is written down may be based on something already transmitted by someone else. Perhaps, insights cannot be claimed as intellectual property at all. It is not an object that can be defended against other claimants, and thus easily stolen.

Even when someone thought it up first, another person may have made it work. Who gets the credit?

It’s not always desirable anyway to be identified as the author of an idea. When the CEO wants to pin the blame on something that goes wrong, he is likely to ask — whose bright idea was that? No one meets the accusing gaze. Does anyone own up to an untraceable fart in a crowded elevator? (Don’t look at her, Sir. It was me.)

Credits for ideas, performance, and achievements may formally be rewarded with recognition and a bigger paycheck. So, this is not just about bragging rights.

Individual honors like “Most Valuable Player” are sought and treasured, even in team sports. True, the recipient of the trophy feigns modesty in his acceptance speech by saying he couldn’t have won the award without his team mates. Yet he alone gets to bring home the prize. The others have to be content with a class picture, trying to look adoring.

Recognition can be sought as an end in itself. In the corporate world, the quiet worker who does his job without any chest-thumping just gets more assignments as the credit goes to others. The meek usually inherit a place in the redundancy list.

Corporate culture highlights individual achievement as a basis for bonuses and promotions and thus encourages credit grabbing as a way to the top. An idea is considered as much on its merit as where credit for it will go, or not go.

The attractiveness of winners and the eagerness of many to be associated with them seems a cliche. Paternity for success, however, is not that easy to establish as it requires a combination of knowing the mother (and more importantly the mother knowing the claimant) as well as a combination of opportunity, intimacy, and the confluence of factors synchronized with the gestation period. The movie, Mamma Mia handles this conundrum of the bride’s rightful father among three men. All three sing their claims to the right ABBA tune. In the end, it really doesn’t matter who the father of the bride really is as long as there is a nice finale number, like “Dancing Queen.”

Is it really appropriate to take solo credit for an idea? Aren’t the best ideas the result of collaboration and brainstorming? Isn’t it more important for a concept (like ride-sharing) to be nurtured and turned into reality?

An adviser may opt to hide his influence, cherishing his anonymity even as powerful people seek his counsel. When queried on his seeming influence, he may just shrug off the perceived power with a demurrer — we just had coffee and chatted about old friends.

The corollary of the famous Murphy’s Law about things going wrong states that “when things go right… the wrong person gets the credit.”

A. R. Samson is chair and CEO of Touch DDB.

ar.samson@yahoo.com

Hong Kong, Singapore in talks to grab larger share of global derivatives mart

HONG KONG — Hong Kong and Singapore are seeking to snare a bigger share of the $540-trillion global derivatives business, taking advantage of tough new UK and European banking rules and uncertainty created by Britain’s plans to leave the European Union.

Over the past five months, regulators from the two Asian financial centers have been separately holding talks with the Asia Securities Industry and Financial Markets Association (ASIFMA), which represents global lenders in Asia, five people with direct knowledge of the matter told Reuters.

At the center of the discussions is what kind of regulatory changes would be needed in Hong Kong and Singapore to get more banks to book their derivatives business in one of the two places.

If the Hong Kong Monetary Authority (HKMA) and the Monetary Authority of Singapore (MAS) are successful, they could lure billions of dollars of banking business and eventually create what could amount to thousands of jobs in Asia.

These derivatives would include products such as interest rate swaps or foreign exchange derivatives, which allow companies and investors to hedge their exposure to interest rate rises and currency swings.

Asia has traditionally accounted for less than 10% of the global over-the-counter derivatives market, according to Bank for International Settlements data.

Global banks have typically held the majority of Asia-related trades on their European balance sheets, with London being a major booking center for such deals. This has allowed them to gain economies of scale by aggregating their capital and infrastructure in one or two locations, while London also has a deep talent pool of employees with expertise in managing and processing the trading book.

During the past three years, though, many banks have begun to review their Asia trade booking arrangements because of new UK and European rules that have made Britain less attractive as a global hub for Asian risk.

Brexit has made the situation more urgent by prompting many banks to move some of their operations, including trading books, out of London. This has sparked broader internal discussions over whether more of the London book holding Asia trades should also be moved to Asian financial centers, the sources said.

Banks looking to book more trades in Asia include HSBC, Standard Chartered, UBS and Credit Suisse, one of the sources said.

In a statement, HSBC said it would support clients as they pursued opportunities in Asia: “Hong Kong is one of the world’s leading financial centers and continues to be at the heart of HSBC’s growth plans.”

UBS, Standard Chartered and Credit Suisse declined to comment.

COSTLY DEALS
Booking derivatives trades in Hong Kong and Singapore is currently expensive for global banks because they are not yet allowed by the HKMA and the MAS to use their own internal risk-management models, which typically allow banks to hold less capital against such trades than standard models used by regulators.

Now, though, regulators are considering approving these internal capital calculation models.

For Hong Kong and Singapore, grabbing a much larger chunk of the global derivatives market would promote their status as global financial centers by helping them diversify away from asset management and offering them other benefits, according to one of the sources.

These would include boosting demand for consultancy and IT services, and potentially boosting fees for local clearing houses that sit in between trades to guarantee payment.

But it would also increase the overall level of financial risk, potentially leaving the authorities on the hook in the event a bank gets into trouble.

“The HKMA has been in discussion with ASIFMA and its member institutions to explain the HKMA’s supervisory policies and processes with regard to the establishment of a derivatives hub in Hong Kong,” a spokeswoman for the HKMA said in a statement.

Adding: “The HKMA welcomes banks to establish a derivatives hub in Hong Kong on the understanding that the risks associated with the activity will be properly managed.”

The MAS said in a statement that banks were looking to book more financial activity in Singapore due to the rapid growth of Asian markets and client preferences, among other reasons.

“In order to meet MAS’ validation standards for the use of more advanced approaches in capital computation, [financial institutions] must demonstrate that they have robust risk management systems and processes to measure and validate the accuracy and consistency of all relevant risk components,” the statement added.

A spokeswoman for ASIFMA declined to comment.

The MAS and HKMA are not working together on their separate initiatives.

The HKMA is increasing staff with the technical expertise necessary to handle the model approval process, and may also hire external professional advisors if necessary. It is also planning to issue some guidance to banks on the matter, according to two of the sources.

The regulator is also reviewing section 87 of the Hong Kong Banking Ordinance, which currently limits banks’ ability to hold large amounts of equity derivatives exposure in the city.

Banks will have to demonstrate that they will not only book the trades in Hong Kong, but also have risk management and back office staff on the ground in the city too, the people added. — Reuters

Hong Kong scraps 24-hour BBC World Service radio channel from airwaves despite criticism

HONG KONG — Hong Kong’s public broadcaster Radio Television Hong Kong (RTHK) dropped a 24-hour BBC World Service channel from its airwaves on Monday, replacing it with state radio from China in what critics say is a sign of encroaching Chinese control in the former British colony.

Tensions between Hong Kong and Beijing’s ruling Communist Party leaders have grown in recent years, particularly over the “Occupy” civil disobedience movement in 2014 when tens of thousands of protesters blocked roads for 79 days demanding full democracy.

Hong Kong returned from British to Chinese rule in 1997 with the promise of wide-ranging autonomy under a “one country, two systems” formula.

An online petition, titled “RTHK: Give us back our BBC World Service,” had been signed by nearly 1,000 people in a bid to keep the British broadcaster’s round-the-clock programming, saying the switch would make Hong Kong “feel more parochial and inward-looking.”

However, RTHK, the city’s main public broadcaster, went ahead with scrapping the exclusive BBC channel at midnight on Sunday. Instead, China National Radio — a state-run outlet carrying no sensitive or critical reporting on China — would be broadcast on its own RTHK channel.

The broadcasts are mostly in Mandarin, rather than the city’s main Cantonese dialect.

Amen Ng, a spokeswoman for RTHK, told Reuters earlier there were no political considerations in the decision and said the Chinese broadcaster would enhance cultural exchanges.

She said there would still be BBC World Service broadcasts, although only overnight from 11 p.m. to 7 a.m. and occasionally on weekends.

Other RTHK staff said the move had been forced through without broader consultation.

“Nobody knew anything about it. We were told in a meeting just before it was announced,” said a senior RTHK editorial employee who declined to be identified because he wasn’t authorized to speak to the media.

“People see it as a negative thing. The BBC is generally regarded as independent, and (Chinese) state media is not,” he said.

Some listeners said the move could hurt RTHK’s trusted place in the public eye with its self-professed mission for editorial independence, not unlike the BBC after which it was modeled.

“I’m quite disappointed. It’s a shame but I don’t know what we can do, seriously,” said Dorothy Tang, an IT consultant.

Others said the move was in line with a gradual “mainlandization” of Hong Kong that has seen Beijing’s creeping influence in many sectors, including local government, law enforcement, politics, education, the judiciary, and the media.

Gladys Chiu, the head of RTHK’s program staff union, said there had been several recent incidents that had challenged RTHK’s editorial independence, including staff being heckled by pro-Beijing voices on radio talk-shows and at public forums.

“Sometimes the pressure is very direct,” Ms. Chiu said. — Reuters

In China, to snag a new home, buyers may need to pay as much as one million yuan for parking space

HONG KONG — The cost of car parking spaces in new apartment projects in some Chinese cities is soaring as developers roll out their latest secret weapon to counter home price caps imposed by municipal authorities.

A multi-storey car park is seen next to an apartment building at a housing estate in Jinan, Shandong province, China March 12. — REUTERS

As if contending with sky-high homes prices wasn’t enough, some buyers are now forced to fork out as much as 1 million yuan ($151, 821) for car parking spaces in major second-tier cities, such as Tianjin, Xiamen, Hangzhou, Nanjing and Suzhou. They are sold with an apartment worth as little as 2.4 million yuan, in bundled deals that make it compulsory for residents to purchase the parking space.

“There’s a price cap on apartments, but not on parking spaces, so we’re bundle-selling them with apartments to compensate,” said a Shanghai-based developer who declined to be identified due to the sensitivity of the issue.

“Recently we sold parking spaces in Xiamen for over 1 million yuan each. Last year one only cost less than 200,000,” he said, referring to spaces in the port city in Fujian province in southeastern China.

To fend off speculators and defuse a housing bubble, major cities across China have slapped a series of restrictions on property markets, including imposing limits on developers’ selling prices.

That’s prompted property companies to find ways to ride out the tightening measures or skirt them, including delaying the launch of new home sales in the hope that when authorities relax some rules, buyers will jump back into the market and they can release more supply at higher prices.

Top-tier cities such as Shanghai and Beijing have seen a surge in car park prices in the past three to five years, with some asking prices over one million yuan, mostly due to a massive shortage. But second-tier cities are catching up in the past year, and this time driven by bundle-selling, property agents said.

As China’s car park marketplace is not active and transparent, it is unclear exactly how much average prices have gained in different cities in the past few years.

“In almost every city with a price cap policy in place, if they allow developers to bundle-sell car park spaces, it is happening,” said Clement Luk, the CEO for eastern China at realtor Centaline. “In the past, in cities like Nanjing and Suzhou, many car park spaces were below 100,000 yuan, but now many cost over 300,000. Is this a natural price appreciation? Definitely not.”

He said the bundling had been adopted to skirt price cap policies and manipulate selling prices.

Authorities in Hangzhou, Nanjing and Tianjin did not reply to e-mails for comment. Officials in Xiamen and Suzhou could not be reached by e-mail or phone.

Shimao Property, a higher-end developer based in Shanghai, said at an earnings conference on Tuesday that when it is seeking a pre-sales permit for a development it does ask the authorities concerned if it can raise some prices for renovation costs and car parking spaces, said Vice-President Jason Hui. He noted it was much easier to get permission to do this in tier two cities than in the biggest ones.

In Xiamen, the bundle-selling strategy has also had an impact on general car park prices. According to the city’s official housing website, a high-end project by China Vanke, the country’s no. 2 developer, was selling a car park space for as much as 750,000 yuan, while state-backed Poly Real Estate was selling spaces for 500,000 yuan bundled with smaller apartments.

Vanke said the project concerned, Huxin Island, does not involve bundling and homebuyers are not forced to acquire a parking space. “The pricing of the car parks is set according to market, we’ve followed through the approval process accordingly,” a company spokesman said.

Poly could not be reached for comment.

PARKING PERILS
A property sales manager in Tianjin told Reuters the price of car park spaces in the port city in prime locations had jumped to more than 350,000 yuan — from around 100,000 yuan — this year and some developers there were also bundle-selling.

A woman surnamed Tian, who doesn’t own a car, told Reuters she bought an apartment last month in the second-tier city of Hangzhou for 3.4 million yuan. She had no choice but to pay an additional 500,000 yuan for a parking space.

“The sales person said I could only buy an apartment if I also bought a car park space, otherwise it’s impossible,” said Ms. Tian, who declined to give her full name due to the sensitivity of the issue. She also declined to give the name of the developer.

“Of course I think bundle-selling is not reasonable, but what can I do? There’s a shortage of apartments; developers are the boss.”

Ms. Tian said she may buy a car or would consider sub-letting or selling the space if that was an option.

In China, a developer may only sell parking spaces to home owners of the residential development, and many have strict rules to keep non-tenants out of a development, limiting the prospects of sub-letting for homebuyers, property agents said.

Bundling has already caught the attention of Shanghai authorities. Officials in the commercial capital announced measures in late July to prohibit the practice, ordering developers to stop forcing buyers to purchase a car parking space with an apartment.

“Governments in the first-tier cities have stepped in to stop this loophole, I think other cities will follow suit eventually,” said Luk from Centaline. — Reuters

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