In the tale of two stadiums in New Jersey — a $34 million dollar stadium built for minor league baseball 13 years ago that is a complete flop, and the new Red Bulls Arena that's a big success — Oregon economist Patrick Emerson says there is evidence that Portland, in its own struggle with the baseball vs. soccer question, got it right.
Portland economist Bill Conerly says that the money supply is finally growing and this money supply has been accompanied by loan growth, believe it or not. Double-dip recession? Looking less likely now.
What it really boils down to for rural Oregon is the need to adapt from an economy largely based in timber and agriculture to an economy with a robust balance of commercial, industrial and retail development. Does this mean that rural areas should “settle” for opportunities that don’t perfectly match up with economic development strategies? Does it mean that desperate times call for desperate measures? Maybe, maybe not.
Meetings can waste a lot of time. How to get them under control? As Albert Einstein is quoted as saying, “If I had one hour to save the world, I would spend 55 minutes defining the problem.”
Oregon economist Patrick Emerson says Standard & Poor's downgrade was essentially a non-action. And he doesn't think you can take the markets' downturn as any evidence of an impending return to recession.
Portland economist Bill Conerly says his best forecast right now is that growth will accelerate enough to avoid a recession; not enough for us to feel good about the economy this year or next, but enough to avoid a recession.
If you weren’t convinced already, the negotiations over the debt ceiling ought to have cleared up any doubt that Congress is becoming increasingly dysfunctional. But the debt negotiations are simply the latest and most extreme example of a trend on Capitol Hill toward the use of unbending rules, triggers, ticking bombs, and other devices to compensate for dysfunction and the inability to make progress on important issues.
Even though we are in the middle of the fastest-changing business climate ever seen. But some companies refuse to make a change in order to better meet the needs and wants of their consumers. What are the reasons we resist change?
Portland economist Bill Conerly says one of the most important short papers on corporate strategy has just been published by McKinsey Quarterly. In "The Perils of Bad Strategy," Richard Rumelt explains common errors in developing corporate strategy, based on his forthcoming book.