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Steve Jobs delivers the keynote address at the 2011 Apple World Wide Developers Conference at the Moscone Center on June 6, 2011 in San Francisco, California.
It's looking more and more like Apple is going to enter the TV business. The Wall Street Journal recently characterized this as one of Steve Jobs' "ambitions." But was it really? From the same WSJ report:
In meetings as far back as 2010, Mr. Jobs met with a series of cable and satellite executives to discuss next-generation television services for Apple devices, according to people familiar with the matter. Among the questions Mr. Jobs asked in the series of meetings was how much of the universe of video content the providers actually had the rights to, according to a person familiar with the meetings.
Apple's own executives have wondered what the company had up its sleeve. Last year, at its "top 100" meeting for senior managers in Carmel, Calif., an attendee asked Mr. Jobs whether Apple was developing a television.
He responded that it would be a bad business to get into, noting that the margins on television are far lower than the margins Apple makes from its other devices and that consumers don't buy new televisions very frequently, according to this person.
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I went on AirTalk today with guest host David Lazarus to discuss how people can do personal, micro-crisis PR, fixing their online reputations.
I'd already written about the "crisis" in crisis PR, as well as how Toyota was laid low, during its Great Recall, by Twitter. So the topic was in my wheelhouse.
Online reputation management has become a serious business. We were joined by Michael Fertik, the CEO of Reputation.com, a startup that has defined itself as a leader in the space. So much so that when Fertik informed us that the company had attracted $67 million to date, through four rounds of venture funding, I was taken aback. I thought the company had raised more!
We covered the various ways in which a person might deal with negative information about themselves online. A caller issued perhaps the ultimate challenge when she revealed that her ex-husband has posted a sex-tape from happier times (Fertik said it would take a few thousand to deal with that). Reputation.com has a fairly broad scale of fees, ranging from a basic $100/year plan right on up to ReputationDefender15000, which runs...$15,000 a year!
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File photo: Angelo Mozilo, founder and former CEO, Countrywide Financial Corporation, testifies during a House Oversight and Government Reform hearing on Capitol Hill March 7, 2008 in Washington, DC.
So Bank of America will shell out $335 million to settle legal claims that Countrywide Financial "systematically discriminated" (according to the LA Times) against minority borrowers. Here's the thing, though: The subprime loans in question were generated before BofA bought Countrywide in early 2008. So BofA inherited this problem, along with the rest of the long nightmare that has been Countrywide — and the bank has been at pains to point that out, stressing that it doesn't do this kind of thing.
This raises the obvious question of whether, as part of the acquisition process, BofA realized that Countrywide was pushing minority borrowers into subprime loans. The federal government was certainly on the case. The Fed alerted the Justice Department to it in 2007.
You can now see how Countrywide was operating, opportunistically urging borrowers to go subprime — especially if those borrowers would have qualified for a conventional prime loan. Countrywide was invested in generating subprime loans — that was its business model. It certainly couldn't make as much money on prime loans, nor could it presumably garner as much interest from firms that wanted to package higher-risk, higher-return loans into securities that could then be given the general thumbs up by the credit ratings agencies.
10. A MIGHTY WIND IN PASADENA. Little did the hamlet of Pasadena know that on the night of November 30, hurricane-force Santa Ana winds would howl through the "urban forest" and bring down tree after tree after tree. Houses were damaged. Cars were crushed. The total cost of cleanup could hit $5-6 million. Weeks after the disaster, Pasadena is still hauling away the damage.
Kevork Djansezian/Getty Images
9. THE DODGERS FEUD. Dodgers owner Frank McCourt's contentious divorce and dispute over who really owned the team rapidly degenerated into a battle between McCourt and the commissioner of Major League Baseball, Bud Selig. MLB assumed control of the Dodgers in April, but by late June McCourt put the team into bankruptcy. His countermove ultimately didn't work, and by November he'd given up. A new owner will now have a chance to pay upwards of $1 billion for one of baseball's most famous franchises.
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8. APPLE IS THE BIGGEST COMPANY IN THE WORLD! On August 9, Apple's market cap hit $337 billion, briefly sending it past ExxonMobil as the world's most valuable company. It was quite a comeback for Apple and an at-the-time still-ailing-and-not-yet-dead Steve Jobs. The company had more than fully recovered from near bankruptcy in the late 1990s. Sadly, Jobs wouldn't recover from cancer. But he did get to experience a brief moment of joy at the company he started in a California garage challenging a pillar of the "old" economy.
California High Speed Rail Authority
7. HIGH-SPEED RAIL COST OVERRUN. A high-speed rail line linking Los Angeles to San Francisco was slated in 2008 to cost $43 billion. Voters responded to that estimate by voting yes on a ballot measure to fund the project. But by 2011, the cost had increased to a whopping $98.5 billion. Would voters still support the project? They might, if they understood that the cost of additional highways and airport runways could cost $170 billion.
Karen Bleier/AFP/Getty Images
6. AMAZON TAX DEAL. A spat over collecting online sales tax in California put the state and the giant retailer Amazon on a collision course. Amazon was gearing up for a battle at the polls in 2012. But then the entire thing was settled amicably (sort of) with both sides agreeing to kick the can down the road for a year. Maybe in the meantime Congress will act. Or perhaps California's budget woes will clear up... Want to calculate the odds of either of those outcomes?
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5. BANK OF AMERICA DEATHWATCH. The banking giant saw its stock price decline 60 percent over the course of the year, at one point in December dropping below $5 a share. The big problem? The neverending challenge of fixing Countrywide, the subprime lender that BofA acquired before the financial crisis. Some bloggers actually started a BofA death watch. Why should Californians care? Maybe because of the $200 billion in deposits in SoCal alone.
AP Photo/Damian Dovarganes
4. FORECLOSURE SETTLEMENT — NOT! The big banks would very much like to settle with the states on the illegal-foreclosures matter. There's $20 billion on the table, and the Obama Administration wants the states to take it and call an end to the agony. But California's Attorney General, Kamala Harris, along with the AGs of several other states, including New York and Nevada, isn't going along. So it could be game-over for the deal.
3. SOLYNDRA SOLAR SCANDAL. California solar startup Solyndra flamed out in spectacular fashion in August, declaring bankruptcy and disappearing almost immediately $1 billion is private investment and most of a $535 million Department of Energy loan guarantee. The meltdown of a former greentech high-achiever morphed into a political crisis, with critics aggressively questioning the role of the Obama Administration in "picking winners" involved with campaign donors, as well as whether the DOE had any business acting like a venture capitalist.
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2. THE CALIFORNIA BUDGET BATTLE. You knew California's budget was going to be a mess when, back in June, Jerry Brown became the first governor since 1901 to veto a spending plan, bucking the Democrats who supported it. By July, a new budget was in place. But by the end of the year, it was clear that hoped-for revenues weren't going to materialize, and so "trigger cuts" would kick it. And this wasn't all she wrote. The state's finances look to be deplorable for the remainder of the decade.
Eric Richardson / blogdowntown
1. OCCUPY LA STAKES A CLAIM. Following in the footsteps of Occupy Wall Street, Occupy LA took up residence in a tent city on the City Hall lawn. There they peacefully protested, right across the street from police headquarters, as the mayor and the City Council tried to figure out what to do. But by the evening of Nov. 29, the game was up. The 99%ers, demonstrating against inequality in America, were sent packing by the authorities. Will their protest continue in 2012?
Yesterday, I blogged about the Top 10 business stories for 2011, on a national and even international scale.
Today, I'm getting closer to home, with the Top 10 California and Los Angeles business stories. I'm sure I left a few out — the AEG downtown football stadium plan, for example — but it was a pretty lively year. The choices were tough.
From the Great Pasadena Wind Storm right through high-speed rail cost overruns, the Amazon tax deal, a foreclosure settlement that wasn't, the Dodgers soap-opera, and of course Occupy LA, business and breaking news consistently intersected in 2011 in the Golden State.
Could 2012 possibly generate more stories? We'll soon find out...
There's a deep Calvinist preoccupation in the American workplace with hard work. Break the big rocks into little rocks all day long and you shall surely see a reward. And in fact, for some people, this is an excellent formula.
However, it may not be the way to go for most of us. I've been following the Energy Project for a while now, via the blog posts that president and CEO Tony Schwartz writes for his site and for Harvard Business Review. Schwartz offers a very different perspective, based on the idea that people aren't machines and that our energy is actually the most valuable capital we bring to the workplace:
The way we’re working isn’t working. Does anyone doubt that’s true?
Only 20 percent of us– 1 out of every five – feels fully engaged at work, according to one global study of 90,000 employees across 18 countries. Forty percent of us are actively disengaged. Over 100 studies have now demonstrated the correlation between employee engagement and business performance.
So where have we gone so wrong?
The answer is rooted in the false assumption that we operate best in the same linear way that our computers do: continuously, at high speeds, for long periods of time, running multiple programs at the same time.
That’s unsustainable. When demand exceeds our capacity, we default into the survival zone. We’re suboptimal. It’s not good for us, and it’s not good for our employers.