Rough & Ready closes; Nike disses South Waterfront

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The Latest
Friday, April 19, 2013

 

BY LINDA BAKER | OB EDITOR

Rough & Ready, a 90 year-old mill in Cave Junction closed yesterday. The mill was featured in an article that appears in our current issue — Timber Split — reported by Dan Cook.

In Cook's story, Phillippi was equivocal about the mill's future. Rough & Ready’s primary tree supply comes in the 22-to 24-inch diameter range — far short of the 60 inches that often characterize old-growth trees, she said. The trees that are generally included in federal thinning proposals are less than 20 inches, and those trees are unsuitable for many lumber markets. Phillippi said the mill could reopen if efforts to create a timber trust on O & C lands prove successful.

In other OB updates: Dissing Portland's South Waterfront neighborhood, Nike decided to expand its headquarters in Washington County instead, yet another example of the trend we reported on yesterday about jobs fleeing the urban core.

And finally: a few days after women's soccer team The Portland Thorns played their first game, the Oregonian's Anna Griffin reports on the advertising brou-ha-ha caused by a Timbers' marketing campaign featuring t-shirts with the slogan "Feeling Thorny?"  Suffice it to say the campaign was killed almost as quickly as it was created.

OB reporter Jon Bell featured the Thorns in his April cover story profiling Game Changers in Oregon's sports market.

OB Editor Linda Baker keeps tabs on public policy and CEO issues, with frequent forays into entrepreneurship, innovation, and bikes.

 

Comments   

 
Guest
0 #1 Fleeing the urban core?Guest 2013-04-19 21:28:49
Nike's expansion in Washington County is not "yet another example of the trend we reported yesterday about jobs fleeing the urban core". Nike wasn't fleeing, they were (sensibly) expanding at their current location. Not being attracted is different than fleeing. Let's try to keep things in perspective, shall we?
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Guest
0 #2 EditorGuest 2013-04-19 21:48:38
Point taken. However, Nike’s choice does call attention to urban suburban job growth challenges. And of course I should have mentioned Integra’s departure for Vancouver, which is indeed, an example of the trend we reported on yesterday.
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Editor's Letter: Power Play

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There’s a fascinating article in the December issue of the Harvard Business Review about a profound power shift taking place in business and society. It’s a long read, but the gist revolves around the tension between “old power” and “new power” as a driver of transformation. Here’s an excerpt:

Old power works like a currency. It is held by few. Once gained, it is jealously guarded, and the powerful have a substantial store of it to spend. It is closed, inaccessible, and leader-driven. It downloads, and it captures.

New power operates differently, like a current. It is made by many. It is open, participatory, and peer-driven. It uploads, and it distributes. Like water or electricity, it’s most forceful when it surges. The goal with new power is not to hoard it but to channel it.

The authors, Henry Timms and Jeremy Heimans, don’t necessarily favor one form of power over another but merely outline how power is transitioning, and how companies can take advantage of these changes to strengthen their positions in the marketplace. 

Our Powerbook issue might be viewed as a case study in the new-power transition. This annual book of lists provides information on leading businesses, nonprofits and universities in the state. Most of the featured companies are entrenched power players now pursuing more flexible and less hierarchical approaches to doing business. Law firms, for example, are adopting new technologies and fee structures to make legal services more accessible and affordable.

This month we also take a look at a controversial new U.S. Securities and Exchange Commission rule requiring public companies to disclose the median pay of workers, as well as the ratio between CEO and median-worker pay. 

Part of the 2010 Dodd-Frank financial reform law, the rule will compel public companies to be more open about employee compensation, with the assumption that greater transparency will improve corporate performance and, perhaps, help address one of the major challenges of our time: income inequality.

New power is not only about strategy and tactics, the Harvard Business Review authors say. “The ultimate questions are ethical. The big question is whether new power can genuinely serve the common good and confront society’s most intractable problems.”

That sounds like a call to arms. Or a New Year’s resolution. Old power or new, the goals are the same: to be a force for positive change in the world. Happy 2015!

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