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A broader look at today’s business
n Monday, September 14, 2015 Vol. 10 No. 340
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Expect higher spending for infra projects–DBM
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udget Secretary Florencio B. Abad bared so-called intervention mechanisms seen helping the national government maintain double-digit growth in its infrastructure-buildup program, as it speeds up efforts to finance projects BusinessMirror before February 2016. media partner
INSIDE
smarter teamwork BusinessMirror
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Monday, September 14, 2015 E 1
3 Ways to EncouragE
smartEr tEamWork B
By Jim Whitehurst
usiness problems today are too big for any one person to solve. Agile teams are much more effective at solving problems than are lone geniuses. To build the kind of smart teamwork that’s going to give you a competitive edge, your organization should prioritize, train and reward the following skills.
1. Active listening. Great teams are made up of great listeners. One way to help ensure active listening is to take notes. that way, you can more easily follow up with the person speaking, letting him know what you heard and what questions you have. When team members start actively listening to one another, everyone becomes smarter. 2. Giving and receiving honest feedback. teamwork requires con-
How to work confidently with numbers people By Rebecca Knight
W
hatever your industry, the nature of your day-to-day job is likely changing to include data. For some managers, this is intimidating. “a lot of people want to hide because they weren’t particularly quantitative in school or school was a long time ago, but given the number of executives that want to use data-driven insights to propel their decision-making, you can only hide for so long,” says thomas h. Davenport, a professor at Babson College and the author of Big Data at Work. Besides, hiding is bad for your business and your career, says Joe Knight, a partner and senior consultant at the Business Literacy
sidelines. Set up frequent meetings and project-reporting sessions so that they fully understand the business. and include them in the decision-making process, especially when you’re using the data they’ve delivered to inform the outcome.
Institute and co-author of Financial Intelligence. Your goal, after all, is to be the kind of manager who not only understands formulas and analytic methods, but also knows how to “interpret [results] to make better decisions and improve efficiency.” here are some strategies to help you. Get educated: enroll in an executive education class, read books and articles on the subject, or take an online course. Form relationships: Don’t write off your analysts as geeky number crunchers. Get to know them and make clear that you value their skills and want to learn from their expertise.
Maintaining and nurturing your relationships depends on honest, “open communication,” Knight says. “the quants must be willing to help you understand the estimates and assumptions in the numbers and help you figure out where the risks lie.” along the way, you need to ask a lot of questions, he says.
making: If your team includes quants, don’t let them sit on the
volume of data: “all businesses run on a few key metrics,” Knight says.
Include analysts in decision-
Establish open communication:
Don’t get overwhelmed by the
to figure out which are most relevant to your business, he suggests enlisting the help of your quants to “look at the cause-and-effect of all your metrics, and then weed through the ones that don’t have very much impact.” Respect the data: Data—not instincts or opinions—should drive decision-making, Knight says. So while “a good operations executive might have an intuitive feel for what could work in the business,” that manager should never pressure an analyst to seek out numbers to support his or her opinion. Be willing to run experiments and trials to test your ideas and gut feelings. Rebecca Knight is a freelance journalist in Boston and a lecturer at Wesleyan University.
4 strategy questions every leader should make time for By Freek Vermeulen
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eInG extremely busy all the time is problematic when you’re in charge of your company or unit’s strategy, because it doesn’t leave you many opportunities to think and ref lect. Force yourself to have regular and long stretches of uninterrupted time just to t hink t hings t hrough. W hen you do so, here are four guiding questions to help you reflect on the big picture. 1. What doesn’t fit? Do the various activities and businesses that
you’ve moved into ma ke sense toget her? I nd iv idu a l ly, eac h of them may seem attractive, but is t he sum g reater t han its par ts?
ply “that’s how we’ve always done it” or “everybody in our industry does it this way,” then there may be a better approach.
be different. Strategy, by definition, is about making complex decisions with substantive, longterm consequences. therefore, it requires substantial periods of careful, undisturbed reflection and consideration. Leadership isn’t just about taking action; it’s also about thinking. Make time for it.
term consequences? Often we judge things by their short-term results and, if those look good, persist in our course of action. however, for many strategic actions, the long-term effects may
Freek Vermeulen is an associate professor of strateg y and entrepreneurship at the London Business School. He is the author of Business exposed: the naked truth about W hat really Goes on in the World of Business.
persist. ask yourself: What would other, external people do if they found themselves in charge of this company?
stant communication—and most of it needs to be positive. Your associates should be encouraged to say “Great job!” and “thank you!” to each other far more than they share criticism. at the same time, team members need to be willing to accept a critique of their work without thinking someone is criticizing them personally. You want to build a sense of accountability among team members so that they watch one another’s backs—rather than looking to stick a knife in them.
legacy products, projects or beliefs. Some of them can be the result of what’s known as “escalation of commitment”: We have committed to something and determinedly fought for it— and perhaps for all the right reasons—but now that things have changed and it no longer makes sense, we may still be inclined to
3. Do I understand why we do it this way? If the answer is sim-
4. What are the possible long-
special report
Jim Whitehurst is the president and CEO of Red Hat and the author of the Open Organization.
ThE DAWnInG oF ThE AGE oF FlEx lAboR By Andrei Hagiu & Rob Biederman
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he prevailing paradigm of people working as full-time employees for a single organization has outlived its usefulness. It produces excess volatility over the business c ycle, resulting in m e a s u ra b l e e co n o m i c co s t s to b o t h individuals and companies. We envision an alternative: Most people will become independent contractors who have the flexibility to work part time for several organizations at once, or to do a series of short full-time stints with different companies over the course of a year. Companies will maintain only a minimal full-time staff of executives, key managers and professionals, and bring in the rest of the required talent as needed in a targeted, flexible and deliberate way. There are two reasons such a flexible work system is now plausible. First, work-life balance and family-friendly scheduling are increasingly important to today’s workers, and companies are increasingly willing to accommodate them. Second, technological advances have greatly improved the ease with which people can work and collaborate remotely. The application in the white-collar market of the seasonal worker concept—longstanding in both retail and agriculture—has clear advantages over the prevailing full-time employee model. Workers, employers and society stand to benefit tremendously: Workers. Many people who today would be laid off from full-time positions when a recession hit will find it easier to remain at least 80 percent employed during a downturn. In addition, the burden of the following would be reduced or eliminated: n The significant costs of finding a new job
n higher out- of-pocket expenses from losing employer-provided healthcare coverage n Increased debt resulting from unplanned periods of lost or reduced income n The unfair reputational costs of “résumé gaps” due to unemployment employers. Firms can curb the high costs of locating, vetting and onboarding full-time employees, which can be as much as 150 percent of annual salary for a management position, according to the Institute for Research on Labor and employment at the University of California, Berkeley. Separately, the bureaucracy and approvals required to place a full-time job applicant within a Fortune 1000 company can often take three to six months, meaning that companies may ramp up hiring too slowly to capitalize on commercial opportunities. In addition, hiring and firing are subject to the “bullwhip effect”: Due to a lack of information about the true state of the present and the future, companies constantly lag in expanding or shrinking their work forces during the course of the business cycle. The flexible work system allows firms to adjust faster and more accurately. Society. The need for safety-net benefits to help people who lose their jobs would decline. And a flexible work system would create economic opportunities for people ordinarily locked out of elite white-collar jobs, such as students and primary care givers. This would increase the overall size of the work force and help create a broader, more diverse talent pool. Andrei Hagiu is an associate professor in the strategy group at Harvard Business School. Rob Biederman is the cofounder and CEO of HourlyNerd, a global marketplace that connects businesses with consultants.
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© 2013 Harvard Business School Publishing Corp. (Distributed by The New York Times Syndicate)
who are uighurs? Perspective BusinessMirror
E4 Monday, September 14, 2015
At the sidelines of the Apec Finance Ministers’ Meeting held in Cebu City, Abad said the disbursement of public funds should accelerate even more as the measures begin to bite. “I think it will even be different this time because last year, it was like the normal pattern of spending. But then, if you have interventions and further accelerate it like what’s happening now, it’s going to be even better,” Abad said. Continued on A2
3. Valuing team contribu-
tions, not ego stroking. We all want to be seen as smart and capable, especially in the workplace. But you earn influence and trust by making contributions to the team or community—not by showing off how smart you are. Great team members have a willingness to admit they don’t have all the answers. they seek to talk through problems and think on their feet in order to reach the best conclusions with the help of their team, rather than trying to come up with all the answers on their own. When you can recruit, train and retain team members who display these skills, you’ll wind up with better decisions, better engagement, better execution and ultimately better results. how smart is that?
MONDAY MORNING
2. What would an outsider do? Fir ms often suffer from
By Cai U. Ordinario
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WHO ARE UIGHURS? A look at group from restive China region
PHL-UAE air agreement to benefit Filipino consumers, but poses threat to local airlines
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EIJING—Arrests made and details revealed about the August 17 Bangkok bombing that killed 20 people have raised the question of whether members of an ethnic and religious minority from China’s far west were involved. A primer on the Uighurs, the repression they face in China and their presence abroad:
Who are the Uighurs?
THE Uighurs (pronounced WEEgurs) are a Turkic-speaking Muslim ethnic group native to China’s far western region of Xinjiang, which was sporadically controlled by Chinese dynasties over the centuries. They have long complained of ethnic discrimination and religious restriction under the Chinese government, which is dominated by members of the Han ethnic group. Several decades of economic development have brought an influx of Han people into the Uighurs’ oilrich home region. Uighurs have felt marginalized in the region’s economic boom, sparking ethnic tensions that erupted in the late 1990s and then again about a decade later, culminating in rioting that left nearly 200 dead in the regional capital of Urumqi in 2009.
Recent unrest
SINCE 2009, there have been frequent attacks on police stations, military checkpoints and government buildings in Xinjiang. The violence has spilled into other regions with Uighur militants accused of mounting attacks in train stations, markets and even a public square in Beijing. In March 2014, a group of Uighurs—including two women—slashed indiscriminately at crowds at a train station in the southwestern city of Kunming, killing 31. In May of 2014, a bomb assault on a market in Urumqi left 43 people dead.
Beijing’s response
BEIJING has long been wary of independence-minded militants in Xinjiang and has kept tight controls over the region. Beijing began labeling the militants terrorists in 2001 in a bid to win international support for the struggle against the militants. Scholars have argued that China’s stifling policies in the region—including restrictions on beards and veils—have marginalized the Uighurs and fueled militancy. Last year, wellknown Uighur economist Ilham Tohti, who had urged Beijing to review its policies in Xinjiang to foster reconciliation, was convicted of inciting separatism and sentenced to life in prison. In response to the 2014 attacks, Beijing launched a one-year crackdown on terror cells in Xinjiang, executing and jailing hundreds of people on terrorismrelated charges.
Fleeing China
UIGHURS have been fleeing China in recent years, often by way of Southeast Asia. Rights advocates say they are escaping repressive rule, but Beijing says many are leaving to join jihad with the intention of returning to China to carry out terrorist attacks. Courts in Xinjiang cities of Hotan, Kashgar and Karamay recently jailed Chinese smugglers who helped Uighurs cross illegally into Vietnam, as well as several Uighurs who unsuccessfully tried to emigrate illegally. While there are large Uighur diasporas in Europe and the United States, Turkey is the destination of choice for most seeking to leave China. Turkey’s government is under intense public pressure to support the Uighurs, leading to tensions in Ankara’s relationship with Beijing.
An oppressed minority More than 8 million Uighurs, Turkic-speaking Sunni Muslims, live in Xinjiang province, a remote area of Northwest China. Uighurs face discrimination in employment, education and the practice of their religion, according to human rights groups.
RUSSIA
Uighurs under heavy camera surveillance KAZAK.
Urumqi Xinjiang Pichan
Xinjiang province 635,000 sq. mi. (1.6 million sq. km); one sixth of China’s area, its only Muslim-majority province; capital city, Urumqi, has 2.4 million people History Civilization extends at least 2,500 years; traders of the ancient Silk Road; conquered by Chinese in 1884; independent republic in 1933 and 1944
CHINA Tibet
INDIA 500 km 500 miles
Bengal
Since 2001 Government has tied Uighur separatists to international terrorism
April 2013 Residents of Pichan county allege a Han man hacked to death a 7-year-old Uighur boy; 2008 Protests by Uighurs in in the aftermath, dozens are Xinjiang during ethnic unrest in killed in retaliatory attacks by neighboring Tibet just before the Uighurs on Chinese police and start of Beijing Olympic games authorities July 2009 More than 150 Fewer Uighurs Influx of Han people, mostly ethnic Han Chinese to Xinjiang means Chinese, are killed in street Uighurs are now less than half fighting in Urumqi of province’s population © 2013 MCT Source: ESRI, Human Rights Watch, Uyghur American Association, AP, McClatchy Washington Bureau, Los Angeles Times
Thailand’s repatriation
IN late 2014, the Thai government detained hundreds of migrants believed to be Uighurs in refugee camps, including women and children. Many refused to speak to Chinese officials, claiming to be Turkish, and many obtained legitimate Turkish passports and later settled in Turkey. However, on July 9 of this year, Th ailand repatriated more than 100 of the Uighurs—mostly men—who were wanted by China as terror suspects. Th is drew criticism from Uighur advocates, human-rights groups, the US, the United Nations and others, all concerned that the returnees would be persecuted. Video footage by Chinese state media showed the men hooded and under tight security. Chinese authorities have granted no independent access to any court proceedings for the returnees, allowing the government to control the narrative about them.
1949 2000
75% 45% 8.3 million
Xinjiang. Police say they believe the bomber has left the country. Authorities have intentionally avoided calling the bombing an act of terrorism for fear of hurting Thailand’s reputation. AP
PERSPECTIVE
IN this September 22, 2004, file photo, a Uighur vendor peeks out from her stall amid her wares. A portrait of modern China’s founder, Mao Zedong, looks down on passersby. TIM JOHNSON/KRT/MCT
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Bombing case
THOUGH there have been many theories about perpetrator and motive, speculation about a Uighur connection to the Bangkok bombing came almost immediately, in part because the bomb went off at a shrine popular with Chinese tourists. Police have arrested two foreigners, confiscated bomb-making materials from two apartments on the outskirts of Bangkok and are looking for 10 other suspects. The first suspect arrested was found at one of the apartments and possessed a fake Turkish passport. The second, arrested near the ThaiCambodia border, carried a passport that indicated he was from
THE Koran Scripture Institute in Urumqi, Xinjiang, China, is shown in this September 16, 2004, file photo. RICKY WONG/KRT/MCT
By Lorenz S. Marasigan First of three parts
‘It’s over. It’s official’ Floyd
Mayweather Jr. improved to 49-0 with a unanimous decision over 18-to-1 underdog Andre Berto in front of 13,395 at MGM Grand. Story on C1. AP
R
olando R. Zamora, 51, thinks about his family often. His work in Dubai as a site engineer is quite taxing, but it’s the only thing he can do to provide for his family. He still remembers how hard it was to
PESO exchange rates n US 46.9260
pack his bags that fateful Tuesday of July in 1992, when his youngest, then 9-month-old Nicole, was crying nonstop. Zamora kept telling himself that leaving his family behind to seek greener pastures will allow his children to avoid the hardships he had to endure. “It will be better,” he recalled saying to himself. “It will be better for all of us.” “I didn’t want my kids to work behind
counters at night just so they could finance their studies. I want them to have a good life,” the father of four said. Despite his hesitation, Zamora left Manila for Dubai and has worked there ever since. He goes home to his family every year, bringing with him several boxes of gifts for his loved ones. In 2003 he brought his family to Dubai Continued on A2
‘GOVT GOT ONLY P2.5-B YOLANDA AID FROM DONORS’
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early two years after Supertyphoon Yolanda (international code name Haiyan) ravaged central Philippines, the national government has received only P2.5 billion out of the P73.3 billion in cash and noncash pledges made by various donors. Budget Secretary Florencio B. Abad told reporters at the sidelines of the Apec Finance Ministers’ Meeting that Yolandarelated cash and noncash pledges are still incomplete. Total pledges reached a total of $1.64 billion, or P73.3 billion, but only P1.2 billion cash and P1.3 billion in noncash pledges were received by the government. Most of the pledges, Abad said, were coursed through non-governmental organizations (NGOs) and multilateral institutions. “The problem is that a significant portion of the foreign aid has remained as pledges, while those that may have materialized have not been released directly to the Philippine government, especially [those from] the UN [United Nations] agencies. It’s hard to spend money that has not been received,” Abad said. Abad disclosed that, of the total pledges worth P73.3 billion, around P45 billion was pledged in cash and P28 billion was in kind. However, Abad said, of the total pledges, only P17.2 billion worth of pledges in cash and in kind were received by both public and private organizations. Of this amount, P14.8 billion, or $331 million, has yet to be accounted for. “So the ones that need to explain are the NGOs and multilateral institutions, [since they received the bulk of the foreign aid]. People are barking up the wrong tree if the government should explain everything,” Abad said. “We can only explain up to the extent of P1.2-billion cash and P1.3-billion noncash. The P14 billion, they have to explain. The photo opportunities were complete when they came here. Whatever happened to the nice photo-ops?” Abad said. Abad added that, of the P185.2 billion needed to finance the Comprehensive Rehabilitation and Recovery Plan (CRRP), the government has already released P88.9 billion as of July 15 this year. The CRRP is the government’s plan to build back better, faster and safer in the areas devastated by Yolanda. In less than a year, the government produced the CRRP adopting the Cluster Framework Approach, which pursues a consultative and participatory process among national and local government agencies, the private sector, development
See “Yolanda Aid,” A2
n japan 0.3888 n UK 72.5007 n HK 6.0550 n CHINA 7.3584 n singapore 33.2055 n australia 33.2384 n EU 52.9044 n SAUDI arabia 12.5159 Source: BSP (11 September 2015)