The World is Flat - Friedman Thomas - Страница 55

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Here you have the quintessential British company, Rolls-Royce, which, though still headquartered in England, now operates through a horizontal global supply chain, and its CEO, a British citizen knighted by the queen, is being courted by the chancellor of Germany to help him drum up business in Russia, because one link in the Rolls-Royce supply chain happens to run through Brandenburg.

Sort that out.

From Command and Control to Collaborate and Connect

Before Colin Powell stepped down as secretary of state, I went in for an interview, which was also attended by two of his press advisers, in his seventh-floor State Department suite. I could not resist asking him about where he was when he realized the world had gone flat. He answered with one word: “Google.” Powell said that when he took over as secretary of state in 2001, and he needed some bit of information-say, the text of a UN resolution -he would call an aide and have to wait for minutes or even hours for someone to dig it up for him.

“Now I just type into Google 'UNSC Resolution 242' and up comes the text,” he said. Powell explained that with each passing year, he found himself doing more and more of his own research, at which point one of his press advisers remarked, “Yes, now he no longer comes asking for information. He already has the information. He comes asking for action.”

Powell, a former member of the AOL board, also regularly used e-mail to contact other foreign ministers and, according to one of his aides, kept up a constant instant-messaging relationship with Britain's foreign secretary, Jack Straw, at summit meetings, as if they were a couple of college students. Thanks to the cell phone and wireless technology, said Powell, no foreign minister can run and hide from him. He said he had been looking for Russia's foreign minister the previous week. First he tracked him down on his cell phone in Moscow, then on his cell phone in Iceland, and then on his cell phone in Vientiane, Laos. “We have everyone's cell phone number,” said Powell of his fellow foreign ministers.

The point I take away from all this is that when the world goes flat, hierarchies are not being leveled just by little people being able to act big. They are also being leveled by big people being able to act really small—in the sense that they are enabled to do many more things on their own. It really hit me when Powell's junior media adviser, a young woman, walked me down from his office and remarked along the way that because of e-mail, Powell could get hold of her and her boss at any hour, via their BlackBerrys-and did.

“I can't get away from the guy,'' she said jokingly of his constant e-mail instructions. But in the next breath she added that on the previous weekend, she was shopping at the mall with some friends when she got an instant message from Powell asking her to do some public affairs task. ”My friends were all impressed,“ she said. ”Little me, and I'm talking to the secretary of state!“

This is what happens when you move from a vertical (command and control) world to a much more horizontal (connect and collaborate) flat world. Your boss can do his job and your job. He can be secretary of state and his own secretary. He can give you instructions day or night. So you are never out. You are always in. Therefore, you are always on. Bosses, if they are inclined, can collaborate more directly with more of their staff than ever before-no matter who they are or where they are in the hierarchy. But staffers will also have to work much harder to be better informed than their bosses. There are a lot more conversations between bosses and staffers today that start like this: “I know that already! I Googled it myself. Now what do I do about it?”

Sort that out.

Multiple Identity Disorder

It is not only communities and companies that have multiple identities that will need sorting out in a flat world. So too will individuals. In a flat world, the tensions among our identities as consumers, employees, citizens, taxpayers, and shareholders are going to come into sharper and sharper conflict.

“In the nineteenth century,” said business consultant Michael Hammer, “the great conflict was between labor and capital. Now it is between customer and worker, and the company is the guy in the middle. The consumer turns to the company and says, 'Give me more for less.' And then companies turn to employees and say, 'If we don't give them more for less, we are in trouble. I can't guarantee you a job and a union steward can't guarantee you a job, only a customer can.'”

The New York Times reported (November 1, 2004) that Wal-Mart spent about $1.3 billion of its $256 billion in revenue in 2003 on employee health care, to insure about 537,000 people, or about 45 percent of its workforce. Wal-Mart's biggest competitor, though, Costco Wholesale, insured 96 percent of its eligible full-time or part-time employees. Costco employees become eligible for health insurance after three months working full-time or six months working part-time. At Wal-Mart, most full-time employees have to wait six months to become eligible, while part-timers are not eligible for at least two years. According to the Times, full-time employees at Wal-Mart make about $1,200 per month, or $8 per hour. Wal-Mart requires employees to cover 33 percent of the cost of their benefits, and it plans to reduce that employee contribution to 30 percent. Wal-Mart-sponsored health plans have monthly premiums for family coverage ranging as high as $264 and out-of-pocket expenses as high as $13,000 in some cases, and such medical costs make health coverage unaffordable even for many Wal-Mart employees who are covered, the Times said.

But the same article went on to say this: “If there is any place where Wal-Mart's labor costs find support, it is Wall Street, where Costco has taken a drubbing from analysts who say its labor costs are too high.” Wal-Mart has taken more fat and friction out than Costco, which has kept more in, because it feels a different obligation to its workers. Costco's pretax profit margin is only 2.7 percent of revenue, less than half Wal-Mart's margin of 5.5 percent.

The Wal-Mart shopper in all of us wants the lowest price possible, with all the middlemen, fat, and friction removed. And the Wal-Mart shareholder in us wants Wal-Mart to be relentless about removing the fat and friction in its supply chain and in its employee benefits packages, in order to fatten the company's profits. But the Wal-Mart worker in us hates the benefits and pay packages that Wal-Mart offers its starting employees. And the Wal-Mart citizen in us knows that because Wal-Mart, the biggest company in America, doesn't cover all its employees with health care, some of them will just go to the emergency ward of the local hospital and the taxpayers will end up picking up the tab. The Times reported that a survey by Georgia officials found that “more than 10,000 children of Wal-Mart employees were in the state's health program for children at an annual cost of nearly $10 million to taxpayers.” Similarly, it said, a “North Carolina hospital found that 31 percent of 1,900 patients who described themselves as Wal-Mart employees were on Medicaid, while an additional 16 percent had no insurance at all.”

In her 2004 book, Selling Women Short: The Landmark Battle for Workers' Rights at Wal-Mart, journalist Liza Featherstone followed the huge women's discrimination suit against Wal-Mart. In an interview about the book with Salon.com (November 22, 2004), she made the following important point: “American taxpayers chip in to pay for many full-time Wal-Mart employees because they usually require incremental health insurance, public housing, food stamps -there are so many ways in which Wal-Mart employees are not able to be self-sufficient. This is very ironic, because Sam Walton is embraced as the American symbol of self-sufficiency. It is really troubling and dishonest that Wal-Mart supports Republican candidates in the way that they do: 80 percent of their corporate campaign contributions go to Republicans. But Republicans tend not to support the types of public assistance programs that Wal-Mart depends on. If anything, Wal-Mart should be crusading for national health insurance. They should at least be acknowledging that because they are unable to provide these things for their employees, we should have a more general welfare state.”

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