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MTRCB sets new record for materials reviewed

THE Movie and Television Review and Classification Board (MTRCB) greeted the new year with an announcement that they had reviewed over 267,000 materials in 2024, up from 255,220 in 2023 (a 4.65% increase) and 230,280 in 2022 (a 16% increase).

In a statement sent via e-mail, the board said that the total was made up of 264,424 television programs, 592 films, 549 movie trailers, and 1,525 publicity and optical media materials submitted by producers and networks for classification.

Of the movies reviewed, 30 films were classified as G (suitable for all audiences), 298 were PG (Parental Guidance needed), 251 were R-rated films (for adults only), and 13 were given an X rating (not suitable for public viewing).

“Despite the limitations in manpower and resources, this milestone highlights the Board’s dedication to ensuring the proper classification of media content in a rapidly growing entertainment landscape,” MTRCB said in its statement.

“The increase in the volume of materials reviewed this year reflects our commitment to meet the demands of a growing media landscape, while upholding our responsibility to ensure that content is aligned with the values and sensitivities of Filipino audiences, especially for the children and the youth,” MTRCB Chairperson and Chief Executive Officer Diorella Maria “Lala” Sotto-Antonio was quoted as saying.

The board also said that “all materials are rated according to age-appropriateness,” ensuring that they “respect freedom of expression while upholding viewer protection.”

Some of the materials banned or given an X rating this year were the sex education show Private Convos with Doc Rica, the children’s film comedy Dear Satan, and the forced disappearances documentary Alipato at Muog — the third example being the only decision they agreed to overturn.

The board members of the MTRCB are lawyers Paulino Cases, Jr., Gaby Concepcion, Cesar Pareja, Ricardo Salomon, Jr., and Frances Hellene Abella; retired educator Maria Carmen Musngi; film and TV producers Josefina Annabel Bañaga, Wilma Galvante, Eloisa Matias, and Jerry Talavera; film and TV directors Antonio Reyes and Neal Del Rosario; actors Bobby Andrews, Jan Marini Alano, Mark Anthony Andaya, Luke Mejares, Johnny Revilla, Richard Reynoso, Valmar Sotto, and Almira Muhlach; film and TV editors Manet Dayrit and Katrina Angela Ebarle; advertising expert Angel Jamias; journalist Alfonso “Al” Mendoza; public servants Racquel Maria Cruz and Fernando Prieto; entrepreneurs Cherry Espion, Jose Alberto V, Glenn Patricio, and Federico Moreno; and mental health expert Lillian Ng Gui.

“As we look forward to 2025, we remain dedicated to promoting responsible viewing, strengthening collaboration with our stakeholders and supporting the continued growth and success of the Philippine creative industry,” Ms. Sotto-Antonio said. — B. H. Lacsamana

DigiPlus set for expansion as it bags Brazil gaming license

DIGIPLUS.COM.PH

DIGIPLUS Interactive Corp. is geared for expansion after securing a gaming license in Brazil.

Its unit DigiPlus Brazil Interactive Ltda. received the definitive authority to operate sports betting and other online games from the Brazilian Ministry of Finance’s Secretariat of Awards and Bets, DigiPlus said in a stock exchange filing on Thursday.

The company said only 10% of applicants got the approval from the Brazilian agency.

“Brazil’s dynamic gaming landscape presents a pivotal milestone in DigiPlus’ global journey,” DigiPlus Chairman Eusebio H. Tanco said in a separate statement. “We are bringing not just our innovative platforms and diverse gaming portfolio but also our unwavering commitment to responsible gaming.”

“By combining our proven platforms with localized insights, we are confident in our ability to resonate with Brazilian players and contribute to the country’s thriving i-gaming sector,” he added.

The company earlier cited Brazil’s population of over 200 million and its potential as one of the fastest-growing gaming markets in Latin America as reasons for the expansion.

DigiPlus passed the qualification stage for the federal license on Nov. 21 after filing the application in August.

The license allows the operations of land-based and online sports betting, electronic games, live game studios and other fixed-odds betting activities in Brazil.

The DigiPlus board also approved an initial P660 million to fund the license fees, minimum capitalization, financial reserves and other operational expenses as part of the Brazilian government’s post-qualification process.

For the first nine months of 2024, DigiPlus net income more than quadrupled to P8.75 billion from a year earlier, led by retail games, new product offerings and cost efficiencies. Revenue more than tripled to P51.56 billion.

The company operates products such as BingoPlus, ArenaPlus, PeryaGame, Tongits+ and GameZone.

DigiPlus shares fell 0.18% or five centavos to P27.10 each. — Revin Mikhael D. Ochave

China’s 2024 box office revenue plunges as industry downturn deepens

ONE of the bright spots in China’s 2024 box office was the film YOLO starring Ling Jia, a comedy on how a reclusive woman reconnected with society through boxing.

BEIJING — China’s 2024 box office revenue slumped by almost a quarter from the previous year, official data showed on Wednesday, dealing a blow to a limping domestic industry yet to fully recover from the pandemic.

Box office revenue totaled 42.502 billion yuan ($5.82 billion), according to the China Film Administration. That’s down 22.6% from 54.915 billion yuan in 2023, and 34% lower than the pre-pandemic peak in 2019.

Of that, box office revenue of domestic films totaled 33.439 billion yuan, plunging 27.3% from 46.005 billion yuan in 2023.

Hopes for a post-pandemic uptick in box office revenue for the second year were dashed despite successes including YOLO, a comedy on how a reclusive woman reconnected with society through boxing, and Successor, another comedy, about how a couple hid their wealth from their son to promote character building.

The slump was caused by a mix of factors — a decline in the number of feature films, competition from online offerings including micro dramas and a slowdown in the world’s second-largest economy.

For the whole of 2024, the number of moviegoers in urban theatres totaled 1.01 billion, down from 1.299 billion a year earlier.

A total of 612 feature films were produced last year, down from 792 in 2023.

With the local film industry on a wobbly footing, foreign movies made a comeback.

Hollywood blockbuster Godzilla x Kong: The New Empire and Japanese animated feature The Boy and the Heron made their mark in the top 10, securing the 9th and 10th spots, respectively.

In contrast, the top 10 list of movies by revenue in 2023 was entirely dominated by local titles, according to the state-run Xinhua news agency.

Other foreign successes included Alien: Romulus. The sci-fi horror flick raked in 786 million yuan, making China its biggest global revenue contributor, Xinhua reported.

The decline in Chinese offerings last year reflects ebbing investment and output capacity in an industry still struggling with the aftermath of strict COVID-19 restrictions, which disrupted movie production from 2020 to 2022.

As of 3:30 p.m., box office revenue on New Year’s Day in 2025 was a little over 200 million yuan. That was a far cry from the record 1.53 billion yuan during the previous New Year’s Day holiday, which was two days longer thanks to a weekend. — Reuters

Philippine bourse eyes increased trading this year

PHILIPPINE STAR/KRIZ JOHN ROSALES

THE PHILIPPINE Stock Exchange, Inc. (PSE) expects stronger trading and capital-raising activities this year.

“At the PSE, we are always optimistic and hopeful, and this year is no exception,” PSE President and Chief Executive Officer Ramon S. Monzon said in a statement on Thursday. “We look forward to a more robust trading year and better capital-raising performance.”

“Our team will continue to work towards ticking off more items in our three-year strategic plan, which are initiatives that will contribute to the development of the local capital market and help us catch up with our peers in the region,” he added.

The PSE earlier said it expects companies to raise P120 billion in capital including from six initial public offerings (IPO) this year. Last year, capital raised on the bourse fell 42% to P82.37 billion from a year earlier.

The market had three IPOs by OceanaGold (Philippines), Inc., Citicore Renewable Energy Corp. and NexGen Energy Corp.

Mr. Monzon earlier said the economic policies of US President-elect Donald J. Trump would likely drive Philippine stocks in 2025.

“One of the investment considerations at this time is the direction of economic policies of the new US administration,” he said. “An outcome favorable to the Philippines may help spur foreign buying and create the market condition listing applicants are waiting for.”

The benchmark PSE index ended 2024 at 6,528.79, 1.2% or 78.75 points higher than its 2023 finish.

On the first trading day of 2025, the PSEi gained 0.33% or 21.60 points to 6,550.39, while the broader all-share index added 0.17% or 6.59 points to 3,755.1. — Revin Mikael D. Ochave

Taiwan board game invites players to imagine Chinese invasion

REUTERS

TAIPEI — A new board game set against the backdrop of armed conflict around Taiwan is set to be released this month, amid renewed threats from Beijing, inviting players to participate in an imaginary Chinese invasion 20 years from now.

China has ramped up military activity close to democratically governed Taiwan in recent years, including massing naval forces around the island this month.

The new game, titled “2045”, tasks gamers with navigating the troubles of war by using colorful action cards, and role-playing characters involved in operations 10 days before a fictional Chinese invasion of Taiwan.

That includes members of Taiwan’s armed forces, Chinese sleeper agents and pro-China politicians working to sabotage the island’s defense, as well as citizens picking up guns to defend their homeland.

China claims Taiwan as its own and has never renounced the use of force to bring the island under its control. Taiwan’s president and his government strongly object to China’s sovereignty claims and say only the island’s people can decide their future.

Taiwanese board game maker Mizo Games started crowdfunding the game in August. Within two-and-a-half-months, the company had received more than T$4 million ($121,966) to fund the project.

“It is not quite peaceful around Taiwan island and the Western Pacific as we speak,” Chang Shao Lian, the founder of Mizo Games told Reuters at his Taipei office.

Mr. Chang said he wanted “players to feel they want to win and think about what they will do to win.”

The game, which is also set to go on sale in the US and Europe later in the year, has been developed at a time when Taiwan officials have intensified preparations for scenarios including a China conflict.

Before the new year, Taiwan’s presidential office held its first “tabletop” exercise involving government agencies beyond the armed forces, simulating a military escalation with China.

The exercise involved scenarios, including the island being “on the verge of conflict,” to test the readiness of government offices and civil society.

Players who participated in a test run of 2045 said they learnt about what might happen in the event of a Chinese invasion and that they hoped the game could help people understand the implications of a war.

“I’m not very knowledgeable on military matters, therefore through this game I learnt about where the army may land and launch an attack,” said Kalin Lai, a 23-year-old who tried out the game.

Mizo has previously created two other Taiwan war-themed board games — one about surviving an air raid in Taipei and the other about a bombing in Kaohsiung during Japan’s colonization of the island between 1895 and 1945. — Reuters

Holiday surge takes toll on platform workers

PHILIPPINE STAR/EDD GUMBAN

By Chloe Mari A. Hufana, Reporter

PLATFORM WORKERS are left grappling with unrelenting schedules during the holidays, facing mounting health risks and enjoying insufficient protections, a delivery rider association said.

Geoffrey P. Labudahon, national coordinator of RIDERS-SENTRO, said the increase in bookings or deliveries is not translating to higher income with delivery fees so low.

“There may be many orders, but the delivery fee is low… For instance, in one delivery job, you might earn around P18 to P25. On a regular day, you might get P38, P30 or P29 for similar jobs… But during times with high delivery volumes, it’s P18, P20 or P25 — many jobs but small fees,” he told BusinessWorld by telephone. 

“This means more work, more gas consumption, but it doesn’t necessarily mean the delivery rider earns significantly more.”

Adding to the financial strain, riders face rising fuel costs and maintenance expenses. Some platforms also fail to provide insurance coverage, leaving riders vulnerable in case of accidents.

The pressure to maximize income during the season leads to excess fatigue among riders, with many working long hours despite illness or adverse weather, Mr. Labudahon said, adding that some of their members have been killed in accidents.

He urged companies to pay fair delivery fees and take out comprehensive insurance for riders.

He also called for improved dialogue between unions and management to address the systemic issues plaguing gig workers.

Fairwork Philippines, an advocacy affiliated with the Oxford Internet Institute and the WZB Berlin Social Science Center, reported that in 2023, the conditions of gig workers at Philippine ride-hailing and delivery platforms have not improved since 2022, citing issues like financial insecurity, safety risks, and limited protections.

According to the 2022 edition of the Fairwork Philippines study, around 500,000 gig workers are employed in the ride-hailing and delivery industries.

However, Fairwork Philippines Co-Investigator Virgel C. Binghay, a professor at the University of the Philippines-Diliman School of Labor and Industrial Relations, noted that the number is hard to validate because workers constantly hop from one job to another.

In a video conference, he urged the Philippine Statistics Authority to start collecting data about the number of gig workers, specifically platform workers.

According to Mr. Binghay, the possible pathways for better working conditions for riders include treating them as regular employees, giving them social security and health insurance coverage.

Another approach could be a “hybrid model” which would classify them as independent contractors while providing some benefits, such as rest days and social protections.

Yet another pathway might be gig worker cooperatives, which could give them more bargaining power.

Mr. Binghay called on companies to better forecast demand to keep an appropriate number of riders available.

“Workforce planning involves studying the ratio and proportion between work demand and the number of workers needed. At the current pace, it seems like no action is being taken in that regard,” he said.

“It’s important to analyze a particular platform’s demand for services. By utilizing historical data and identifying correlations, they can determine the exact number of workers they actually need. One of the current issues is that they are accepting too many workers,” he added.

SC rejects contractor’s demand for additional payment

PHILIPPINE STAR/ EDD GUMBAN

THE SUPREME Court (SC) has dismissed a lawsuit from a contractor that sought payment for additional construction work for the PNOC Shipping and Transport Corp.

In a 16-page decision published last month, the full court affirmed the Commission on Audit’s (CoA) denial of E.L. Saniel Construction’s monetary claim.

The tribunal said the contractor lacked a clear basis for demanding reasonable payment for services rendered outside the contract.

It noted in the cases cited by the contractor, the additional work had received either express approval or implied authorization from the procurer. Neither was present in E.L. Saniel’s case.

The contractor failed to provide evidence of an implied contract with PNOC Shipping for the additional work or tangible benefit from its claimed services, the high court said.

“Evidently, E.L. Saniel unilaterally decided to proceed with the additional works, let alone at 179% more than the original contract price of the riprap project, without notifying [PNOC Shipping],” it added.

E.L. Saniel was awarded a P4.98-million contract in 2010 to rehabilitate its office in Limay, Bataan in northern Philippines and a P1.35-million contract to design and build slope protection. Both had been fully paid.

But it later sought an additional payment of P2.96 million, claiming that the office site’s terrain needed additional work.

PNOC Shipping was dissolved in 2013 after serving as the transport arm of Petron Corp. for three decades. — Chloe Mari A. Hufana

Banks’ NPLs may go down this year on BSP cuts

BW FILE PHOTO

THE NONPERFORMING loans (NPLs) of Philippines banks may decline this year as the central bank continues to cut borrowing costs.

“NPLs will ease as interest rates drop and lower the debt service burden of clients,” First Metro Investment Corp. Head of Research Cristina S. Ulang said in a Viber message.

Philippine banks’ NPL ratio rose to an over two-year high of 3.6% in October from 3.47% in September and 3.44% a year ago, preliminary data from the Bangko Sentral ng Pilipinas (BSP) showed.

This was the highest bad loan ratio since 3.75% in May 2022 and matched the 3.6% NPL ratio in June 2022.

Soured loans rose by 1.3% to P524.31 billion in October from P517.45 billion a month earlier. Year on year, bad loans jumped by 16.7% from P449.45 billion.

Rizal Commercial Banking Corp. Chief Economist Michael L. Ricafort said banks’ NPLs may go down as loan growth accelerates amid a robust economic outlook.

The total loan portfolio of the banking system stood at P14.55 trillion at end-October, down by 2.4% from P14.9 trillion at end-September but up by 11.3% from P13.07 trillion a year prior.

Meanwhile, Philippine Institute for Development Studies Senior Research Fellow John Paolo R. Rivera said in a Viber message that NPLs could remain manageable but see a slight uptick this year.

“Banks are expected to expand their consumer loan portfolios as demand for credit grows alongside economic recovery. However, higher exposure to consumer lending typically comes with increased credit risks, particularly in segments such as credit cards, personal loans, and auto loans, where defaults are more likely,” he said.

However, “resilient” corporate borrowers could offset asset quality risks coming from the consumer lending segment, Mr. Rivera said. “Businesses are adjusting to post-pandemic conditions and benefiting from continued infrastructure spending and economic growth.”

The BSP’s gradual easing cycle is also unlikely to significantly ease the debt burdens of those already struggling to repay their loans, he said, even as lower interest rates could provide relief to some borrowers.

“Global uncertainties, including a potential slowdown in major economies and geopolitical risks, could impact employment and income levels, particularly for OFW (overseas Filipino worker)-dependent households, adding stress to their repayment capacity,” Mr. Rivera said.

Despite these concerns, banks are expected to weather asset quality risks, he said.

“Philippine banks have strengthened their risk assessment and loan monitoring capabilities in recent years. Capital adequacy ratios remain strong, and provisions for loan losses are well-positioned to absorb potential increases in NPLs.”

The BSP has cut benchmark interest rates by 25 basis points (bps) since it kicked off its easing cycle in August, bringing its policy rate to 5.75%.

BSP Governor Eli M. Remolona, Jr. last month said that 100 bps worth of cuts this year may be “too much” and that they will likely keep reducing rates in “baby steps” due to inflation concerns. — A.M.C. Sy

Squid Game season 2 tops global charts despite mixed reviews

THE second season of Netflix, Inc.’s blockbuster survival series Squid Game attracted more than 68 million views since its debut on Dec. 26, 2024, topping the company’s streaming charts globally.

The service’s biggest franchise became the most-watched TV show in 92 countries where the US streaming giant operates, Netflix said on its website. It’s also the biggest debut ever for a Netflix original show.

Produced in South Korea, Squid Game was at the center of a massive marketing campaign ahead of the release, with the anticipation that the popular franchise could attract new subscribers all over the world as the first season did in September 2021.

Season 2, however, has drawn mixed reactions from critics and viewers. Some pointed out that the new episodes seemed slow and repetitive compared with the first season.

On the day after its release, shares of related stocks including Artist United, Inc., a film distributor and marketing firm partly owned by the show’s main actor Lee Jung-jae, tanked by about the daily limit of 30% in South Korean trading.

Still, the show is likely to be judged based on viewer data in coming weeks. The first season of Squid Game had generated $900 million in value for Netflix shortly after its debut in 2021, according to internal calculations. Season 2 is set to compete for best TV series at the upcoming Golden Globes.

The third and final season is to be unveiled next year. — Bloomberg

How has the 21st century gone so wrong?

FREEPIK

NEVER BEFORE has our nation enjoyed, at once, so much prosperity and social progress with so little internal crisis and so few external threats,” Bill Clinton exulted in his last State of the Union address, on Jan. 27, 2000. The Nasdaq had reached 4,000, a nearly sixfold increase in seven years. Unemployment had shrunk to 3%, the lowest in more than a generation. Having borne the burden of the Cold War, the American people were now reaping the peace dividend. The Republicans’ champion, George W. Bush, offered “compassionate conservatism” as an alternative to Democrats’ “compassionate liberalism.”

Abroad, the news was equally bright. The Europeans had introduced both a single market and a single currency and were well on their way to becoming a “United States of Europe.” The once mighty Communist international had dwindled to Cuba, North Korea, and a few university departments. World trade in manufactured goods had doubled in the 1990s and would double again in the 2000s. Global poverty was receding faster than ever before.

A quarter of a century later, the mood could not be more different. A sizeable majority of the global population — three in five people — believe that the world is getting worse. This is as true in traditionally optimistic America (which has just elected an irascible 78-year-old to succeed a faltering 82-year-old) as it is in stagnating Europe.

The world’s second-biggest economy, China, is run by a proud Marxist-Leninist, Xi Jinping, whose achievements include removing limits on his time in power. The world’s most populous country, India, is in the hands of an illiberal strongman, Narendra Modi. Hungary’s Viktor Orban, now 14 years into his second stint in power, has taken “illiberal democracy” within the borders of the European Union (EU). The number of countries that the American think tank Freedom House defines as “full democracies” has declined so much since 2007 that the great debate today is whether we are in a democratic recession or full-blown depression.

China and Russia have built an axis of authoritarian states that are determined to push back against Western liberalism. Vladimir Putin’s “war on the West” has involved not just the invasion of Crimea and Ukraine and the dispatching of private militia across Africa, but numerous sorties, by plane and submarine, into western territory. Xi has declared that any foreign power that tries to “bully, oppress, or enslave us” will “be battered and blooded from colliding with a great wall of steel forged by more than 1.4 billion Chinese people using flesh and blood.”

Optimists might point out that the first quarter of the 21st century has been better than the first quarter of the 20th, when the Great War took the lives of 15 million people and provided the materiel for both Communism and Fascism, not to mention the Second World War. But the contrast with the optimism of the 1990s is nevertheless astonishing. And worse is almost certain to come.

Some security officials believe that we are now engaged in an undeclared war with the “axis of autocracy.” Donald Trump, now elected with a clear majority, has hinted that, at the very least, he will pursue a policy of America First and may well destroy the institutions that undergirded postwar security. The EU is in a state of paralysis, with the leaders of the two most powerful countries, France’s Emmanuel Macron and Germany’s Olaf Scholz, discredited and their economies stagnant. And tens of millions of people are likely to flee Africa and Latin America in the coming years, driven by a combination of economic stagnation, political fragility, and climate change, empowering the far right and undermining the stability of the West. As for the miracle of technology, one survey of AI researchers discovered that 48% thought there was at least a 10% chance that its impact would be “extremely bad,” that is, lead to human extinction.

WHAT HAS GONE WRONG WITH THE 21ST CENTURY?
Let’s start off by acknowledging that there have been some successes. We have seen the creation of an entire virtual world. In 2000, only half of the US population had broadband access, and many parts of the developing world were broadband free. Today, more than 90% of Americans have broadband, more than half the world’s population has some sort of internet access, and there are about as many cell phones in the world as people — 8 billion plus. This has ushered in a world of information and entertainment that never existed before.

There are more than a billion fewer people living on less than $2.25 a day than there were in 2000, thanks to catchup growth in developing countries, particularly in Asia and especially in China. In 2012-2013, the global poverty headcount fell by 130 million people, marking it as one of the most remarkable years in history. In December 2020, China declared it had eliminated extreme poverty completely.

Yet even these positives contain negatives. The information revolution has undermined the business models of “old media” companies that put a premium on checking facts while, at the same time, empowering rumormongers who depend on polarization and misinformation. The spread of smart phones has coincided with the spread of psychological problems, particularly among the young. The Oxford University Dictionary’s word of the year for 2024 is “brain rot,” referring to “the supposed deterioration of a person’s mental or intellectual state” from the overconsumption of trivial material on the internet.

The war against poverty is going into reverse. In China, economic growth has slowed to a crawl. In Latin America and Africa, poverty rates are once again rising, thanks to economic stagnation, political instability, and rapid population growth. All in all, the number of people living in absolute poverty has barely declined since 2015.

The West has made a succession of policy errors that both weakened the West’s elites and emboldened its autocratic critics. George W. Bush invaded Iraq on the basis of false information and then bungled the occupation. Angela Merkel, Germany’s powerful chancellor from 2005 to 2021, failed to address her country’s two biggest weaknesses: its dependence on Russian energy supplies and its failure to invest in its own defenses. In the UK, David Cameron dealt with a feud within the Conservative Party by holding a popular referendum on Britain’s membership of the EU, plunging the country into chaos and reducing its economic growth rate.

The world has also lived through the worst financial crisis since the Great Depression, which deepened the growing sense of economic injustice and paved the way for the rise of populism.

The problem lies with more than just a handful of policy mistakes. It lies with the broader development of the global economy-cum-polity. Back in the 1990s, we looked forward to a world of entrepreneurial vigor, public sector discipline, and spreading peace. What we got, instead, was the very opposite: oligopoly, government splurge, and militarized blocs.

The consolidation of capitalism is most advanced in the US, the leading economic power, and in tech and finance, the cutting edge of the new economy, suggesting that oligopoly is the way of the future. Five tech companies are each worth more than $1 trillion, and one, Apple, Inc., is worth more than $3 trillion. Three big investment houses, BlackRock, Inc., the Vanguard Group, Inc., and State Street Corp., collectively manage around $22 trillion in assets. Over the past two decades, three out of four US industries have grown more concentrated.

This may be the result of excellence: Alphabet, Inc.’s Google and Apple are superbly run, and Microsoft Corp. is undergoing a renaissance after a period in the doldrums. But would anyone argue that America’s airline industry is a model of innovation and customer service? The success of the superstar companies slows the rate of innovation and thwarts competition; the success of second-rate companies contributes to a general sense of frustration. It’s notable that the world’s first great age of populism, before the First World War, coincided with the rise of giant companies, particularly in the US and Germany.

Meanwhile, Clinton’s pronouncement in another State of the Union Address, in 1996, that the era of big government was “over” has proved hollow. Americans tax themselves like a small-government country but behave like a big-government one. The US deficit is roughly 6% of GDP, twice the average of recent decades. The US Federal Register expanded to an average of 73,000 pages a year in the 2000s compared with 11,000 pages a year in the 1950s. The US government stepped in to save failing companies such as Citigroup, Inc. and General Motors Co. in 2008, as small-government bankers suddenly became fans of state intervention.

The situation is even worse in the EU, where government sprawl is not balanced by economic vigor. European countries spend beyond their means on welfare while the bureaucracy in Brussels prides itself on its role as “regulatory giant” rather than its ability to ignite growth. More than half of Europe’s SMEs flag regulatory and administrative burdens as their biggest challenge to growth.

Putin put paid to talk of the “peace dividend” with his invasion of Crimea in 2014 and Ukraine in 2022. But, in truth, the most serious threat to the global order comes from China, which has an economy 10 times the size of Russia and a much more disciplined leadership. From its admission into the World Trade Organization in 2000 onwards, but gathering pace with the rise of Xi to the top job in 2013, China poured a portion of the “globalization dividend” into building up its military might. China’s navy is now the biggest in the world, and its nuclear arsenal may reach 1,000 warheads by 2030, according to the US Department of Defense. It is also roaring ahead in tech. China has overtaken the West in hypersonic missiles — those capable of traveling at five times the speed of sound and evading air defenses — and is pioneering lasers, orbiting space robots, and high-altitude balloons.

WHAT ARE THE CHANCES THAT THE NEXT 25 YEARS WILL BE BETTER THAN THE LAST?
The 21st century has seen the two most compelling ideologies of the 1990s malfunction horrendously. These are neo-liberalism, the belief that, overall, markets are more efficient than governments in organizing economic life, and neo-conservatism, what started as a corrective to the left’s overconfidence in the power of the state to fix everything.

The great danger in the coming years is that we will see the further decline of a third ideology: liberalism. Across the west, liberal leaders are flailing. Kamala Harris decisively lost to a candidate who has broken one of the most important liberal rules: giving up power graciously when you lose an election. The two most flamboyant liberal politicians of the past decade — Macron in France and Justin Trudeau in Canada — are flailing. Keir Starmer won a landslide election victory in the UK on the promise of reviving the pragmatic center only to make a mess of governing.

Liberal elites have prepared the way for a populist backlash by a combination of commission and omission. They have fixated on cultural issues such as pronouns at a time when regular people are suffering from stagnant living standards. They have betrayed the principle of race-blind meritocracy by embracing race-conscious policies, a trend that is most pronounced in the US but has spread around the world. And they have paid too little attention to growing worries about immigration even as expanding populations put pressure on housing and public services. The result has been to cede ground to populists such as Trump in the US, Nigel Farage in Britain, and Marine Le Pen in France.

There are some reasons for optimism about the future. The AI revolution has the potential to cut administrative costs while giving everyone the equivalent of a smart assistant. The collapse of Bashar al-Assad’s regime in Syria is a serious setback for the “axis of autocracy,” reducing Russia’s influence in the Middle East and suggesting that even the most vicious dictators can be overthrown. The Republicans’ triumph in 2024 could prove self-correcting, creating opportunities for a new generation of middle-of-the-road Democrats.

Yet all this potential could go the other way. AI may destroy the jobs of millions of knowledge workers, creating a radicalized middle class, while handing more power to a few tech giants. A newly liberated Syria may break up into warring territories or fall into the hands of Islamic extremists. Trump and his allies may well destroy the rules-based international order that has largely kept the peace since 1945. An intriguing study of 120 years of populist governments suggests that the most common reaction to the failure of populism is for voters to demand yet more populism.

Which future we choose depends, above all, on whether liberals can once again revitalize their beliefs, or whether they will continue to drift and dither. Can they address the causes of populism or will they continue to repeat empty phrases? Can they think like regular people or will they continue to act like members of a global elite? Can they adapt classic liberal ideas about open competition and freedom of speech to radically new circumstances?

What happens this next quarter-century depends on how well we answer these questions.

BLOOMBERG OPINION

Optimism bias

The start of a new year brings a palpable sense of renewal and possibility. For many, it symbolizes a clean slate, an opportunity to set goals and envision brighter days ahead. This period often fosters a collective optimism, as individuals and organizations focus on potential achievements and minimize thoughts of obstacles. This mindset is deeply rooted in human psychology, specifically in a phenomenon known as optimism bias. It is a cognitive tendency to overestimate the likelihood of positive outcomes while underestimating the chances of failure or difficulty. In both personal and professional contexts, this bias becomes particularly pronounced at the start of a new year, shaping decisions, ambitions, and strategies. While optimism bias can inspire creativity and drive, it also has the potential to lead to costly misjudgments, especially in the realm of business.

In the business world, optimism bias can manifest in bold initiatives, strategic expansions, or innovative projects, often launched with great enthusiasm at the start of the year. Leaders and teams might project growth, introduce new products, or enter unexplored markets with confidence fueled by this bias. For example, the optimism that accompanied Google Glass in 2013 reflects how companies can sometimes overestimate market readiness for disruptive technologies. Despite Google’s confidence in its groundbreaking innovation, the product failed to gain widespread acceptance due to privacy concerns and functionality limitations. Similarly, during the dot-com boom of the late 1990s, countless startups entered the market with high hopes, only to falter when unrealistic projections collided with harsh economic realities.

However, optimism bias is not inherently detrimental; in many cases, it acts as a powerful driver of progress. Entrepreneurs, in particular, rely heavily on this mindset to navigate the uncertainty and risk that accompany new ventures. Without a belief in the possibility of success, many would not dare to innovate or compete in challenging markets. Take Tesla, for instance. In its early years, the electric vehicle company faced skepticism, financial struggles, and logistical challenges. Yet, Elon Musk’s unwavering optimism in the viability of electric cars propelled the company to global prominence, revolutionizing the automotive industry. This example underscores how optimism bias can fuel resilience and long-term vision, enabling businesses to overcome hurdles that might otherwise seem insurmountable.

Optimism bias can also benefit organizational culture. When employees feel hopeful about the future, they are more likely to engage with their work, collaborate effectively, and innovate. This effect can be seen in companies that foster positive work environments and set ambitious but achievable goals. For example, Salesforce’s success as a pioneer in cloud computing can be attributed in part to its leadership’s optimistic vision of transforming how businesses operate. The company’s belief in the potential of cloud technology inspired its workforce and attracted stakeholders, ultimately driving its sustained growth and influence.

Yet, the downside of optimism bias is significant and cannot be ignored. Overconfidence can lead businesses to set unrealistic targets, underestimate risks, or misallocate resources. For instance, the ill-fated merger between AOL and Time Warner in 2000 is often cited as a classic case of optimism bias in action. The companies envisioned a synergetic empire that would dominate media and technology, but they failed to account for cultural clashes, shifting market dynamics, and operational challenges. The result was one of the most infamous business failures in history, underscoring the dangers of unchecked optimism.

At the start of a new year, this bias can drive organizations to embark on risky ventures without adequate preparation. Companies may overestimate demand for a new product, overlook competitive threats, or fail to anticipate regulatory hurdles. The optimism surrounding WeWork’s rapid expansion in the mid-2010s offers a cautionary tale. Driven by a belief in unlimited growth, the company expanded aggressively without focusing on profitability or sustainability, ultimately leading to a dramatic valuation collapse and leadership upheaval.

Another critical risk of optimism bias in business is its tendency to suppress critical thinking. When everyone in a team or organization shares an overly positive outlook, dissenting voices or concerns may be dismissed as unnecessary pessimism. This groupthink can create blind spots, preventing organizations from identifying and addressing vulnerabilities. Leaders who surround themselves with like-minded optimists may inadvertently foster an echo chamber, further exacerbating the problem.

The key to harnessing the benefits of optimism bias while mitigating its risks lies in balancing optimism with realism. Businesses can achieve this balance by conducting thorough risk assessments, fostering diverse perspectives, and encouraging open dialogue. For example, companies like Amazon have adopted mechanisms such as “working backward” from customer needs and writing detailed press releases before launching a product. These practices ensure that optimism is tempered with practical scrutiny, increasing the likelihood of success.

Moreover, scenario planning and contingency strategies can help businesses prepare for unforeseen challenges. By acknowledging potential risks and planning for worst-case scenarios, organizations can channel their optimism into sustainable growth. Leaders who actively seek constructive feedback and challenge their assumptions are better positioned to make informed decisions while maintaining a hopeful outlook.

The optimism bias that peaks at the start of a new year reflects our innate desire to believe in brighter futures and better possibilities. In the context of business, this bias can be a double-edged sword. On the one hand, it fuels innovation, resilience, and ambition, creating opportunities for growth and transformation. On the other hand, unchecked optimism can lead to overconfidence, flawed decision-making, and unanticipated setbacks. By striking a careful balance between hope and realism, businesses and individuals can harness the power of optimism bias to turn their aspirations for the new year into tangible and lasting success.

The views expressed herein are his own and do not necessarily reflect the opinion of his office as well as FINEX.

 

Reynaldo C. Lugtu, Jr. is the founder and CEO of Hungry Workhorse, a digital, culture, and customer experience transformation consulting firm. He is a fellow at the US-based Institute for Digital Transformation. He is the chair of the Digital Transformation IT Governance Committee of FINEX Academy. He teaches strategic management and digital transformation in the MBA Program of De La Salle University.

rey.lugtu@hungryworkhorse.com

New Year town hall meeting

Our new chief executive officer (CEO) will visit our factory in the second week of January. We plan to organize a town hall meeting for him so that he can articulate his plans and programs. Do you have any suggestions on how to make the event effective, meaningful, and productive? — Moon River.

It depends on many factors, including the CEO’s personality and management style. To emphasize this point, how would you choose between Danny and Freddie? Decide whom you prefer to be stuck with in an executive lounge, assuming both are looking for a lunch companion. Danny has a ready smile for everyone and likes to consult his people, but he is very strict even on trivial things like grammatical errors in somebody’s report.

Freddie, on the other hand, is a maverick thinker who dislikes the traditional way of doing things. He likes his workers to work an average of 10 hours a day just as he does, and yet is a compassionate leader who approved a $10,000 interest-free loan to an employee whose wife is suffering from cancer.

The loan was made despite the absence of a policy, potentially creating a bad precedent.

It’s difficult to choose, right? That’s why you need to know more about Danny, Freddie, and your CEO. With less than two weeks to prepare, the best thing that you can do is to write your best recommendation. Send an e-mail to the CEO outlining all the things you’re planning to do.

Prepare for the worst. The CEO may reject your ideas or approve them with major revisions. To minimize all possible issues, consult with all department heads and let them evaluate your proposal before sending it to the CEO.

Consider the goals. It is basically to communicate information about organizational profitability (or unprofitability), future goals, everyone’s responsibilities, and corporate culture. Having said that, town hall meetings need not be limited to a one-time annual affair.

ELEMENTS
Town hall meetings are easy to plan but difficult to execute, even if you follow a template or best practices of dynamic organizations. That’s because your capacity may be different from the resources and implementing teams available to your model companies. The key is not to be discouraged.

If you’ve been in the corporate world for some time now, you should have attended many successful town hall meetings which may include any or all of the following elements:

One is a proactive two-way communication process. The CEO should take the lead in creating an ideal atmosphere where people are allowed to talk without any adverse repercussions. That’s not all. Town hall meetings can be more effective if supported by other communication tools like the anonymous employee morale survey and problem-solving groups like quality circles or its derivatives.

Two, sincerity in sharing information. All facts and figures about the company’s profitability and sustainability must be trustworthy. But that’s only half of the equation. If management claims that it’s losing money, it must also show how it is doing its part in eliminating waste, including the sources of waste that are not invisible.

Three, corporate battle cry for the year. You must create a theme that summarizes what you intend to do for the year. Examples are “Breakthrough 2025” or “Excellence is our creed.” The theme may be related to the corporate vision, mission, and value statements that have been established at the foundation of your company.

Fourth, all employees must attend. If it’s not possible due to the exigencies of business operations or if some workers are assigned to the provinces or elsewhere that keeps them from being present at the head office, you may allow a hybrid set-up with an online version happening simultaneously with the face-to-face meeting.

Five, the responsibility of everyone. While it’s easy to assume that the role of middle managers, team leaders, and frontline supervisors may be clear to them, there’s no assurance they know what to do in specific situations. Or, if they know what to do, how about their direct reports? Is everyone on the same page?

Six, use a visual presentation. Follow Guy Kawasaki’s 10-20-30 rule. Limit the number of slides to ten, delivered in 20 minutes or less, using a font size of at least 30 points that can be read from a distance. Amplify them with a photograph or illustration to complement the slides with only five to seven words.

Seven, limit the meeting to one hour. This includes a program containing a 10-minute introduction, the CEO’s 20-minute presentation, a 15-minute open forum, and a five-minute concluding statement from the second highest ranking officer like the chief operating officer, general manager, or the executive vice-president. Then close the event with a brief coffee break.

Last, publish a summary or highlights. This includes the CEO’s answer to all questions raised by the workers or their managers. The objective is to clarify all issues, if there are any. The summary must be published on all bulletin boards and the intranet so everyone can go back to it for review.

 

Bring Rey Elbo’s leadership program called “Superior Subordinate Supervision” to your organization. Chat him on Facebook, LinkedIn, X, or e-mail elbonomics@gmail.com or https://reyelbo.com