James Surowiecki Quotes - Page 5

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• In confusing stock options with ownership, corporations confuse trappings with substance.

  James Surowiecki

  Confusing, Substance, Corporations

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• In order to work well, markets need a basic level of trust.

  James Surowiecki

  Order, Needs, Levels

  "Bankers Gone Wild". www.newyorker.com. July 30, 2012.

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• Most corporate name changes are the result of mergers and acquisitions. But these tend to be unimaginative.

  James Surowiecki

  Names, Acquisition, Mergers

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• Movies' mistrust of capitalism is almost as old as the medium itself.

  James Surowiecki

  Mistrust, Mediums, Capitalism

  "The Business-Movie Business". www.newyorker.com. October 11, 2010.

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• Of course, plenty of people don't think that guaranteeing affordable health insurance is a core responsibility of government.

  James Surowiecki

  Responsibility, Thinking, Government

  "Beware of Romneycare". www.newyorker.com. October 29 & November 5, 2012.

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• Of course, presidents are always blamed or rewarded for the state of the economy.

  James Surowiecki

  President, Economy, States

  "Second Helpings". www.newyorker.com. September 20, 2010.

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• On Wall Street, fraudulent schemes tend to thrive during economic booms, and to blow up when times turn tough.

  James Surowiecki

  Wall, Blow, Tough

  "Cheat, Pray, Love". www.newyorker.com. January 12, 2009.

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• The world's central banks and the International Monetary Fund still have vaults full of bullion, even though currencies are no longer backed by gold. Governments hold on to it as a kind of magic symbol, a way of reassuring people that their money is real.

  James Surowiecki

  Real, Government, People

  "Why Gold?". www.newyorker.com. November 29, 2004.

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• In practice, downsizing is too often about cutting your work force while keeping your business the same, and doing so not by investments in productivity-enhancing technology, but by making people pull 80-hour weeks and bringing in temps to fill the gap.

  James Surowiecki

  Cutting, Technology, Practice

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• By the time of the '90s boom, CEOs had become superheroes, accorded celebrity treatment and followed with a kind of slavish scrutiny that Alfred P. Sloan could never have imagined.

  James Surowiecki

  Superhero, Kind, Treatment

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• Campaigns fail if they waste resources courting voters who are unpersuadable or already persuaded. Their most urgent task is to find and persuade the few voters who are genuinely undecided and the larger number who are favorably disposed but need a push to actually vote.

  James Surowiecki

  Numbers, Tasks, Needs

  "Calculating Campaigns". www.newyorker.com. September 24, 2012.

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• Companies have long gathered data to break down their customer base into specific segments. Now political parties have become adept at micro-targeting, too, using data on shopping habits, leisure activities, voting histories, charity donations, and so on, in order to pinpoint likely supporters and the type of appeal most likely to win them over.

  James Surowiecki

  Party, Winning, Leisure Activities

  "Calculating Campaigns". www.newyorker.com. September 24, 2012.

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• Corporations hope that the right concept will turn things around overnight. This is what you might call the crash-diet approach: starve yourself for a few days and you'll be thin for life.

  James Surowiecki

  Might, Corporations, Crash

  "The Open Secret of Success". www.newyorker.com. May 12, 2008.

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• Critics of consumer capitalism like to think that consumers are manipulated and controlled by those who seek to sell them things, but for the most part it's the other way around: companies must make what consumers want and deliver it at the lowest possible price.

  James Surowiecki

  Thinking, Want, Way

  "Penny-Wise" by James Surowiecki, www.newyorker.com. September 27, 2004.

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• Disasters redistribute money from taxpayers to construction workers, from insurance companies to homeowners, and even from those who once lived in the destroyed city to those who replace them. It's remarkable that this redistribution can happen so smoothly and quickly, with devastated regions reinventing themselves in a matter of months.

  James Surowiecki

  Construction Workers, Cities, Matter

  "Creative Destruction?" by James Surowiecki, www.newyorker.com. March 28, 2011.

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• The desire for reinvention seems to arise most often when companies hear the siren call of synergy and start to expand beyond their core businesses.

  James Surowiecki

  Desire, Sirens, Arise

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• Discussions of health care in the U.S. usually focus on insurance companies, but, whatever their problems, they're not the main driver of health-care inflation: providers are.

  James Surowiecki

  Focus, Care, Problem

  "Bitter Pills". www.newyorker.com. May 2, 2011.

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• If someone really wants my company's business, why shouldn't he be able to do everything he can - including paying me off - to get that business? Because bribery encourages people to make decisions based on the wrong criteria, which means in the business world that it distorts the efficient allocation of resources.

  James Surowiecki

  Mean, People, Decision

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• If we want our regulators to do better, we have to embrace a simple idea: regulation isn't an obstacle to thriving free markets; it's a vital part of them.

  James Surowiecki

  Simple, Ideas, Want

  "The Regulation Crisis". www.newyorker.com. June, 2010.

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• If you work for Google or Apple, stock options give you a chance to share in the increasing value of the company. In the N.F.L., nothing like this happens; the players, though rich, are just working stiffs like the rest of us.

  James Surowiecki

  Player, Apples, Giving

  "Scrimmage". www.newyorker.com. March 21, 2011.

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• In a world where companies increasingly know about their business in real time, it makes no sense that public reporting mostly follows the old quarterly schedule. Companies sit on vital information until reporting day, at which point the market goes crazy.

  James Surowiecki

  Crazy, Real, Schedules

  "Inside Tracks". www.newyorker.com. June 10 & 17, 2013.

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• In industries where a lot of competitors are selling the same product - mangoes, gasoline, DVD players - price is the easiest way to distinguish yourself. The hope is that if you cut prices enough you can increase your market share, and even your profits. But this works only if your competitors won't, or can't, follow suit.

  James Surowiecki

  Cutting, Player, Dvds

  "Priced To Go". www.newyorker.com. November 9, 2009.

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• I started in business journalism from the outside, so when I started writing about markets and business, I was struck by the fact that markets seemed to work well even though people are often irrational, lack good information and are not perfect in the way they think about decisions.

  James Surowiecki

  Writing, Thinking, People

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• As technology improves, on-screen avatars look more and more like real people. When they start looking too real, though, we pull away. These almost-humans aren't quite right; they look creepy, like zombies.

  James Surowiecki

  Real, Technology, People

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• The ban on sports betting does exactly what Prohibition did. It makes criminals rich.

  James Surowiecki

  Sports, Criminals, Doe

  "A ‘Grown-Up Discussion’ About Sports Betting". fifthdown.blogs.nytimes.com. February 6, 2013.

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