Sunday, March 22, 2009

How to Auction a $1 Bill?

In my previous blog on sunk costs, I used the example of auctioning a $1 bill. I received some e-mails on this topic requesting clarification. Here is a quick clarification and analysis.

The goal is to auction a $1 bill to the highest bidder. Bidding can start in increments of 10 cents with an initial price of 10 cents. A $1 bill at 10 cents is quite a lucrative deal. However, this is an auction with a slight twist, which is announced at the start of the game. The twist is that the second highest bidder too will have to pay the amount of his or her second highest bid to the auctioneer, when the bidding ends. Of course, the second highest bidder does not win the $1 bill but he or she still has to pay up.

Generally, several people join the bid and the bid pretty quickly moves up to 90 cents. This is when most the people drop out of the auction and only the highest and the second highest bidders are left in the game. At this point the second highest bidder, lets call her Ashley, realizes that she will end up losing her 80 cents unless she bids at $1, which she thinks is still a better alternative than losing 80 cents. This is an easy decision for Ashley and she raises her bid to $1. Now the other party, lets call him Hank, follows the same logic as Ashley and realizes that for him it is still better to raise his bid to $1.10 instead of losing 90 cents. Again an easy decision for Hank. Now Ashley is about to lose her $1 but if she wins the next bid at $1.20, her loss will be only 20 cents. Ashley raises her bid to $1.20. Please note that competitiveness is playing no part here. These two individuals are trying to be as rational as possible to minimize their total loss. When the bid reaches $2 for a $1 bill, Hank, who is now the second highest bidder reasons that if he bids $2.10, his loss will be only $1.10 otherwise he will be losing $1.90. This can continue for a long time until one of them realizes ridiculousness of the situation.

What is the problem here? The problem is that Ashley and Hank are calculating their loss based on sunk costs. However, loss or gain should be calculated on future costs or gains only. Once we exclude sunk costs or costs incurred in the past, the quality of decision improves substantially. When the bid amount reaches $1, no one will be willing to bid on it, since sunk costs are no longer a factor in decision making. Therefore, Ashley or Hank will just pay up 90 cents to exit the game. In fact, the people who think through and realize that this game is based on escalation of commitment won't play the game. Another solution to this game is that if the first person bids $1 on a $1 bill, there won't be any second highest bidder and the game will end.

In business such situations are quite common. For example, a project that never seems to end. Past investments or past efforts in such cases should be given no consideration, when a decision about future has to be made. Analysis should be based on incremental costs and gains.

Accounting for $105 Billion of US Taxpayers’ Dollars to AIG

Table 1: Shows where US taxpayers' money went

 

Payments made to Parties Overseas and within USA

Amount Paid in Billons of US Dollars

 

Payments to Overseas Parties

$57.8

 

Payments to Parties in USA

$38.2

 

Unknown

$9.4

 

Grand Total

$105.4


 

Table 2: Shows major expense categories of US taxpayers' bailout funds to AIG

 

Key Payment Categories

Amount Paid in Billons of US Dollars

 

Collateral Obligations

$22.4

 

Maiden Lane III (owned by Federal Reserve to buy back CDOs)

$29.7

 

To Municipalities, etc. for GIA

$9.5

 

Securities Lending

$43.8

 

Grand Total

$105.4


 

Table 3: Shows details of how AIG used $105 billion dollars of US taxpayers' money? We are still awaiting accounting for $68 billion dollars.

 

Details of Payments by AIG

Amount Paid in Billons of US Dollars

 

Payments to Overseas Parties

$57.8

 

Societe Generale

$11.9

 

Deutsche Bank

$11.8

 

Barclays

$8.5

 

UBS

$5.0

 

BNP Paribas

$4.9

 

HSBC

$3.3

 

Calyon

$2.3

 

Dresdner Kleinwort

$2.2

 

ING

$1.5

 

Bank of Montreal

$1.1

 

Deutsche Zentral-Genossenschaftsbank

$1.0

 

Rabobank

$0.8

 

DZ Bank

$0.7

 

The Royal Bank of Scotland

$0.5

 

KFW

$0.5

 

Credit Suisse

$0.4

 

Dresdner Bank AG

$0.4

 

Banco Santander

$0.3

 

HSBC Bank

$0.2

 

Danske

$0.2

 

Royal Bank of Scotland

$0.2

 

Landesbank Baden-Wuerttemberg

$0.1

 

Payments to Parties in USA

$38.2

 

Goldman Sachs

$12.9

 

Merrill Lynch

$6.8

 

Bank of America

$5.2

 

Citigroup

$2.3

 

Wachovia

$1.5

 

Morgan Stanley

$1.2

 

State of Virginia

$1.0

 

State of California

$1.0

 

State of Hawaii

$0.8

 

AIG International Inc.

$0.6

 

State of Colorado

$0.4

 

JPMorgan

$0.4

 

State of Ohio

$0.4

 

State of Georgia

$0.4

 

State of Oregon

$0.3

 

State of Kentucky

$0.3

 

State of Illinois

$0.3

 

State of Massachusetts

$0.3

 

Citadel

$0.2

 

State of Pennsylvania

$0.2

 

Reconstruction Finance Corp

$0.2

 

State of Washington

$0.2

 

Paloma Securities

$0.2

 

State of New Jersey

$0.2

 

State of Mississippi

$0.2

 

State of New York

$0.2

 

State of Arizona

$0.1

 

State of Rhode Island

$0.1

 

State of Delaware

$0.1

 

State of Texas

$0.1

 

State of Florida

$0.1

 

Unknown

$9.4

 

Other Collateral Postings

$4.1

 

Other & Foreign

$2.8

 

Other payments to AIGFP under Shortfall Agreement

$2.5

 

Grand Total

$105.4


 

References:

http://www.aig.com/aigweb/internet/en/files/CounterpartyAttachments031809_tcm385-155645.pdf

http://www.aig.com/aigweb/internet/en/files/Counterparties150309RELonly_tcm385-155648.pdf

Saturday, March 21, 2009

Overseas Investments by AIG Mentioned in Lawsuit against IRS

Table 1: Showing overseas firms owned directly or indirectly by AIG Financial Products Division, place of incorporation and investment made

 

Overseas Firm owned directly or indirectly by AIG Financial Products

Place of Incorporation

Amount (in millions of US dollars) invested directly or indirectly by AIG Financial Products Division

 

Lumagrove Finance Company Limited

Cayman Islands

$479

 

Palmgrove Finance Company

Cayman Islands

$229

 

Maitengrove Finance Corporation

Cayman Islands

$257

 

AIG-FP (NZ) No 1 Limited

New Zealand

$440

 

AIG-FP (NZ) No 2 Limited

New Zealand

#1 Amalgamated with #2

 

Financiere Laperouse SCA

France

$1,000

 

Financiere Vespucci SCA

France

$265

 

Foppingadreef Investments (No. 2) NV

Netherlands

$1,000

 

Total

 

$3,670


 

Table 2: Showing overseas firms owned directly or indirectly by AIG Financial Products Division, borrowing made against shares and the lender

 

Overseas Firm owned directly or indirectly by AIG Financial Products

Borrowings in millions of US dollars against shares

Lender

 

Lumagrove Finance Company Limited

$295

from Bank of Ireland

 

Palmgrove Finance Company

$148

Irish Permanent PLC

 

Maitengrove Finance Corporation

$160

from Bank of Ireland

 

AIG-FP (NZ) No 1 Limited

$268

from Bank of New Zealand

 

AIG-FP (NZ) No 2 Limited

  
 

Financiere Laperouse SCA

$800

Caisse Nationale de Credit Agricole

 

Financiere Vespucci SCA

$100

Banca Commerciale Italiana SpA

 

Foppingadreef Investments (No. 2) NV

  
 

Total

$1,771

 


 

Table 3: Showing overseas firm owned directly or indirectly by AIG Financial Products Division, earnings share received directly or indirectly by AIG-FP and taxes paid overseas

 

Overseas Firm owned directly or indirectly by AIG Financial Products

Overseas earnings share received directly or indirectly by AIG-FP

Overseas Taxes

 

Lumagrove Finance Company Limited

$7

$4

 

Palmgrove Finance Company

$2

$1

 

Maitengrove Finance Corporation

$8

$5

 

AIG-FP (NZ) No 1 Limited

  
 

AIG-FP (NZ) No 2 Limited

$29

$14

 

Financiere Laperouse SCA

$25

$18

 

Financiere Vespucci SCA

$9

$7

 

Foppingadreef Investments (No. 2) NV

$5

$13

 

Total

$85

$62


 

Monday, March 16, 2009

Resource Allocation and Project Governance

I guess we are going to need some kind of resource allocation process unless we are living in Neverland, where time is unlimited. It is a complicated management challenge. Particularly when senior executive leadership starts reinvigorating and revitalizing organization, they are faced with a growing number of ideas, projects and investment opportunities clamoring for their attention. Each new idea seems to be more promising than the last one. But any coach will tell you that if you want to compete effectively, you need to be able to focus on those opportunities and those core strengths where you can do better than your competitors not by 10%, 15% or even 25% but by an order of magnitude.

For NBA players height is an advantage and if you are not tall, you will have to work twice as hard to attain the same level as taller players or you will need some other extraordinary compensating quality, for example, lightening speed and accuracy. Similarly, football is a game that rewards speed and strength and sometimes speed over strength. Therefore, we get a three step resource allocation process. First, identify your strengths, then find the opportunities that match your strengths and finally build a single minded focus on selected opportunities to the total exclusion of everything else. When you focus on a few things, it is likely that you will make errors and those errors will be glaring. Eureka! Making errors, big visible, glaring errors is wonderful, when you are pushing your limits and exploring your boundaries. I hate small, tiny errors. It is hard to recognize them and easy to ignore them. Tiny errors can accumulate over a period of time and then collectively put you in a deep hole, without you ever realizing that you have been screwing up. This is called variously as commitment by default, boiling frog syndrome or slipper slope argument. Big errors show all over. You can't ignore them. They force you to take a lesson.

Jack Welch had decided that GE would stay only in those markets where it would be able to develop and sustain a market dominating number one or two position. As a result of this strategy, GE sold off divisions, which were unlikely to have dominant positions in their markets and used those resources to position itself better in markets, where it was able to create and sustain a dominant position.

Markets reward growth more than profitability. But more and more companies are realizing that they can't be everything to everyone in their quest to find growth opportunities. They are understanding the importance of positioning for building a long-term sustainable competitive advantage. So how are they allocating resources. This is a multi-level process with several variations. Some firms have been prescribed tough resource allocation directives by external parties like banks and other lending entities documented in bank covenants and lending agreements. Often these directives leave little leeway for discretion. Other firms are following annual planning cycles for divisions. Earnings and growth targets are established by the corporate at the division level. After that each division prepares minimum of an operating and a capital budget and corresponding business plan to meet those targets. These are subject to changes and revisions as the year progresses. Capital budgeting and allocation of resources among divisions and within divisions is often guided by relationships among senior executives and how they leverage that relationship to achieve their corporate and divisional goals.

There are major differences among firms' effectiveness and efficiency in converting those resources to desirable results. Some firms are able to achieve more from those inputs. These firms are able to offer better products and services to their customers at a lower or comparable price. Project failure rate among such firms is lower. They are better able to estimate their capacity to do projects and underestimation of project size, a hallmark of maturing organizations, does not happen that often. Having a mature project management process is a critical and necessary part of organizations' capability to manage its resources effectively and efficiently. But project management methodology in and of by itself is not enough to guarantee a high success rate of corporate projects. From senior management's point of view, project governance is a critical part of the overall process that can track execution of a strategy. Governance ensures alignment between strategy and action. I'm in agreement that actions at the shop floor as well as operating level decisions can have a major impact on strategy. Therefore, it is not always that projects have to be aligned with the strategy. Sometimes strategy may have to be aligned with decision made at day-to-day operating level. The story of how Intel transformed itself from a memory chip producer to a microprocessor designer and manufacturer is often cited as an example of operating decisions transforming the strategy of a firm.

To summarize this discussion, I think that strategy should be based on firm's core strengths and resource allocation process should support that strategy by focusing on a few selected opportunities. A strong project governance process ensures that the resource allocation follows the intended strategy and that the gap between realized and intended strategy is not dysfunctional. Finally, project management process ensure that firm has a strong execution capability to create the desired results from allocated resources.

Friday, March 13, 2009

What are Sunk Costs?

There was a rich knight in the court of an agreeable king. One day the king got mad at the knight. Since the king had known the knight for a long time, he described three punishments to the knight and allowed him to choose one. The three punishments were caning, eating a gallon of farm fresh manure or expulsion from the kingdom. The knight accepted caning but half-way through caning realized that he would possibly not survive the full course of caning. Therefore, he begged the king to allow him to choose another punishment. The kind king agreed and the knight asked for a gallon of manure. After consuming half a gallon of manure, the knight felt dizzy with nausea and knew that he would certainly die, if he were to eat the whole gallon. Therefore, he begged the king to expel him from the kingdom. Our kind and immensely agreeable His Majesty agreed again. He then expelled the knight from the kingdom, asked IRS to attach his property to the government treasury and lived happily ever after.

Many people tell me that the knight was an idiot. If he had known his limitations, he could have chosen to leave the kingdom in the first place without suffering the ignominy of caning or eating the humble cow pie. I disagree since this conclusion is based on hindsight, while life choices have to made with foresight. I think that the knight was a bright smart cookie, who was willing to take risks and explore his limitations. Best of all, he was not afraid to take a loss and get out at the right time. By doing this he avoided the worst case scenario, which could have been the loss of his rear-end or death. Half way through caning, he accepted caning as his sunk cost, realized that enough was enough, took the loss and got out of the market. His next venture was equally disastrous but he knew when enough was enough and got out in time.

Most of us have trouble realizing when enough is enough and continue to throw good money after bad until we are overwhelmed by the worst case scenario. We keep on pouring money into projects several months after the return on investment has turned negative. Often the only rationale is that we have already invested several millions in this project, why not a few hundred thousand more to finish it. When you come across this logic, try to extend it ad infinitum and you will quickly realize the futility of such logic.

At several parties I have auctioned a one dollar bill for six to eight dollars before people realized that they were really being stupid. I begin auctioning a one dollar bill at the starting bid of 10 cents with a condition that I'd also seize the bid amount from the second-highest bidder. For instance, when the highest bid reaches 70 cents, the second-highest bidder realizes that he would lose his 60 cents, unless he raised his bid. Eventually, the bid for a one dollar bill reaches $1 and the second-highest bidder at 90 cents reasons that his loss would be 90 cents if he did not bid. On the other hand, if he won the bid at $1.10, he would only lose 10 cents. This reasoning continues with disastrous results for the bidders and usually they end up paying several dollars to me for a one dollar bill. Human behavior is not designed to accept sunk cost. Humans are inveterate loss-avoiders and have deep trouble accepting the notion of sunk cost.

I have another way of looking at the sunk costs using the notion of time machine. I say that I wouldn't worry about the past until I got a time machine that would allow me to go back in the past and fix things. Until that time, we can only change the future. Therefore, let's work on changing the future.

Thursday, March 12, 2009

Don't Cover Your Ass

Good to see you again!

I'm sure you have known people, who work hard to cover their asses. This is done so often and by so many that CYA has become a common acronym. There are managers, who put so much armor around their asses that they have trouble walking around and getting things done.

In corporate environments ass is one metaphoric piece of human anatomy that is best left uncovered to discourage defensiveness and build trust. Defensiveness and spinning are ginormous waste of time and insulting to customers, investors and other stakeholders alike.

I've another acronym. Leave open your ass (LOYA). How can you and I start practicing LOYA? Well, I'll share my tips with you, if you will share yours:

  1. Listen attentively and take notes when someone criticizes you in a meeting. This is good stuff. Thank your colleague after the meeting and request him or her to continue to provide feedback in future.
  2. When you feel regret for not covering your ass, openly accept your errors and move on.
  3. Create transparency into what you are working on using frequent corporate communications, status updates, project management tools, task lists, design documents, marketing collateral, et cetera.
  4. Stop e-mailing FYI to your boss as a CYA. You are just wasting his time.
  5. If you are a senior executive, build an organization that is error-friendly and error-tolerant. Error-friendly organizations are more resilient. Such organizations allow people to quickly recognize, recover and learn from errors.

I believe LOYA is critical to building trust and initiative in a team. Now since I've written this blog, I'm going to try it first.

See you soon!