Waffle not institutional reform is what (I predict) the “G-20 summit” will produce

“Summits”  of global political leaders require competent “sherpas”  to do the preparations.  From what I gather about the London “G-20 summit” this has not happened adequately enough, so I expect only a lot of waffle to emerge.  (If they suddenly start talking about Global Warming or AIDS in Africa or whatever, we will know the actual talks have failed badly.)

Reforming the IMF?   Hmmm, let’s see, what happened to all that talk four years ago about reforming the Big Daddy of them all, the UN?   Oh yes,  I forget, India is now a permanent veto-wielding Security Council Member, NOT!

It has been said that academic syllabus reform at a university is like ‘”moving a graveyard”.  Reforming the world monetary system and its major institutions would be like moving thousands of graveyards.   And there is no one with the brains of a White or a Keynes to help things along.  But we should not be surprised if there were pronouncements  of this or that high-powered commission of pompous worthies  who will make recommendations for reform some time in the future.    In general, little more than waffle will emerge now — I cannot even see the UK Government following informal British  advice to stand down from its founding role at the IMF.

There is no clear path to solving the great (alleged) economic and financial crisis because no one wants to admit its roots were the overvaluation (over decades) of American real-estate, and hence American assets in general.

India’s PM shall be seen at least up and about after several months out of action, indeed he will be up and about for the  first time in months doing what he (like India’s nomenclatura in general) likes doing best, which is to travel outside India.

Subroto Roy, Kolkata


Memo to GoI CLB: India discovered the Zero, and 51% of Zero is still Zero

We in India are justly proud to have once discovered the Zero, which arose, as far as I recall, from a philosophical notion of possible Nothingness (Shunya), though of course there is a long history that came to follow in Indian mathematics.

The Government of India’s Company Law Board (and the pompous honchos they have gone about appointing here and there) may need to be reminded that by any system of mathematics, 51% of Zero still remains, uhmmmm, Zero.

Bankrupt companies get sold for nominal prices like Rs 100 or perhaps $2.  But of course it is not impossible a notorious Government contractor or two will pump money in as a backdoor public subsidy aimed at creating a zombie.

Subroto Roy, Kolkata

Can President Obama resist the financial zombies (let alone slay them)? His economists need to consult Dr Anna J Schwartz

The wonders of the Internet continue to surprise (and yes Virginia, there was a world before SMS and before the Internet too).  In early January, in context of India’s Satyam fraud (of a size of perhaps 1 or perhaps 2 billion dollars),  I referred here  to what seemed to me the likelihood of Satyam becoming a zombie company and I said “we in India have many such zombies walking around in the organised business sector”.    I drew attention to Andrew Beattie’s astute  definition of zombies and other such ghoulish phenomena in the financial world, and also referred to John Stepek’s excellent if brief November 2008 analysis “How zombie companies suck the life from an economy”.  Today I find Ms Arianna Huffington has made reference to Mr Martin Wolf’s reference a couple of days ago to zombie companies and to his statement that President Obama needs to “Admit reality, restructure banks and, above all, slay zombie institutions at once.”  Ms Huffington has agreed, though of course all this slaying may be easier said than done.  (It is better that zombies not be created in the first place.)

Mr Wolf has pointedly asked a question that many around the world may have half-thought about but not articulated: “Has Barack Obama’s presidency already failed?”   It would be  a grave and appalling  state of affairs if it has, within less than a month of entering office.   I am grateful to find in Ms Huffington’s article a reference to an October 2008  Wall Stret Journal interview of Dr Anna Jacobson Schwartz, perhaps the most respected voice in monetary economics today.  There have been numerous people claiming to have predicted America’s financial crisis but none may have as much credibility as Dr Schwartz.   Six years ago, in a National Bureau of Economic Research study dated November 2002, “Asset Price Inflation and Monetary Policy”,Working Paper 9321 she had said with utmost clarity: “It is crucial that central banks and regulatory authorities be aware of effects of asset price inflation on the stability of the financial system. Lending activity based on asset collateral during the boom is hazardous to the health of lenders when the boom collapses. One way that authorities can curb the distortion of lenders’ portfolios during asset price booms is to have in place capital requirements that increase with the growth of credit extensions collateralized by assets whose prices have escalated. If financial institutions avoid this pitfall, their soundness will not be impaired when assets backing loans fall in value. Rather than trying to gauge the effects of asset prices on core inflation, central banks may be better advised to be alert to the weakening of financial balance sheets in the aftermath of a fall in value of asset collateral backing loans….”

Most poignantly too, Dr Schwartz was present when Ben Bernanke said  in  a 2002 speech honouring the late Milton Friedman “I would like to say to Milton and Anna: Regarding the Great Depression. You’re right, we did it. We’re very sorry. But thanks to you, we won’t do it again.”   Dr Schwartz told the Wall Street Journal ‘”This was [his] claim to be worthy of running the Fed”.  “He was ‘familiar with history. He knew what had been done.’ But perhaps this is actually Mr. Bernanke’s biggest problem. Today’s crisis isn’t a replay of the problem in the 1930s, but our central bankers have responded by using the tools they should have used then. They are fighting the last war. The result, she argues, has been failure. ‘I don’t see that they’ve achieved what they should have been trying to achieve. So my verdict on this present Fed leadership is that they have not really done their job.'”

President Obama’s economists need to urgently consult Anna J Schwartz.

Subroto Roy, Kolkata

Postscript:  My own brief views on the subject are at “October 1929? Not!” dated September 18 2008, and “America’s divided economists” dated October 26 2008.  The latter article suggested that playing the demographic card and inducing a wave of immigration into the United States may be the surest way to move the housing demand-curve firmly upwards.

And now for the Great Satyam Whitewash/CoverUp/Public Subsidy! The wrong Minister appoints the wrong new Board who, probably, will choose the wrong policy

The old Satyam, call it Satyam-I, is dead.  It was a “Limited Liability” company which means its ordinary shareholders can walk away with zero value and not be personally liable to pay the creditors and preferred shareholders (who are and ought to be considered its new owners).  “Satyam” as a brand name, a logo and a trademark might be salvageable after a reconstitution in due course.

Besides physical plant, fixed assets and other similar tangible things, the main assets of Satyam-I consist of “works-in-progress”, namely all the existing ongoing contracts around the world.  What should happen is that all these contracts — while maintaining client confidentiality (e.g. by using generic terminology) — should be auctioned off to other similar IT companies, big or small.

Satyam-I’s existing technical staff associated with these ongoing contracts can go with them to the new buyers (with the new buyers negotiating individual wage contracts).

Alternatively, existing staff can offer to participate too in such auctions themselves as buyers and use their personal savings to buy off old Satyam contracts.

All the proceeds from such auctions should go to a trust fund that Satyam-I’s liquidator  should use to pay off  the creditors, or at least come to an agreement with creditors about a future structure of payments.  If assets have been siphoned off or misused or embezzled by the previous owners and management, then these need to be pursued and located and retrieved to the extent possible.  (Some reports say there has been some transmutation into real estate and some transfers abroad).

If all this happened, there might be a Satyam-II or New Satyam some years down the road which can use the same brand-name and logo and trademark comfortably again.

But not much of this seems likely to happen.  The best thing this Minister could have done was to have turned in his papers saying that the problem was beyond his intellectual capacity as he had never done a course in Corporate Finance.  Instead he has appointed three persons  whom he considers “eminent”.   One has been involved with the software lobby and another with the real estate business (and associated with the idea of using India’s forex reserves for “infrastructure”, not realizing  forex reserves are hardly like tax revenues).  As things stand presently, this Board, themselves unfamiliar with standard  modern textbook Corporate Finance, and far too close to the previous Board, is unlikely to take the right decisions because such decisions will require more intellectual and moral effort than may be forthcoming.

Instead they will probably lobby hard for a vast public subsidy to be injected into the financial corpse that is Satyam-I, so that a zombie company can attempt to be resurrected (we  in India have many such zombies walking around in the organised business sector).

The PM who is also now his own Finance Minister has, in his long career as a top economic bureaucrat and a politician, never met a public subsidy he did not like or approve of.   So watch out for a billion or two dollars of public money in India injected into the corpse, adding to India’s vast and growing public debt.  Parliament will hardly disapprove when the PM and his acolytes soon announce it in unison.

Ask yourself then how such a vast public subsidy can possibly benefit ordinary Indian people who live in, say, Imphal, Agartala, Ajmer,  Lalitpur or Balasore, or even Guntur and Telengana.   The answer is that it won’t — it will hurt them and their succeeding generations for decades.  Such has been the pattern of economic-policy making in India whether under this political party or that; it is organised lobbies, especially organized business as represented on this new Board, that call the shots. The relatively few people who can convert Indian rupees into forex do so with impunity while the vast unknowing masses continue to use a currency damaged by waste, fraud and abuse.

Jail terms for the Rajus and their friends?  Hmmmm.  Perhaps the few weeks or months that are due to wealthy criminals.

Somebody in Delhi yesterday apparently told the visiting Cambridge Vice Chancellor that Kolkata “does not count”;   to the contrary, it is New Delhi that remains entirely bankrupt intellectually and morally, and that bankruptcy will continue to be revealed in coping with Satyam’s bankruptcy.

Subroto Roy,  Kolkata

Postcript:  The above was written and published here before the new Board’s press-meet.  Nothing the Board said has given reason to alter the opinion above.  Rather, the Board seemed exceptionally dull in failing to see that once the new accountants have done their work, it seems likely if not inevitable that Satyam’s balance-sheet calls for “winding up” in the Indian term, i.e. declaring bankruptcy.   The news that the Government of Inda would also likely subsidise Satyam with public resources also confirms the dismal state of economic policy-making described above. SR., 1830 hrs, Jan 12.

Corporate Governance & the Principal-Agent Problem (a brief lecture dated 31 May 2006)

Corporate Governance & the Principal-Agent Problem

Subroto Roy
for a conference on corporate governance, Kolkata,  31 May 2006

I am most grateful for this opportunity to speak at this distinguished gathering.  I have to say I have had just a day to collect my thoughts on the subject of our discussion, so I may be less precise than I would wish to be.  But I am delighted I  have  a mere 7 minutes to speak, and I will not plan to speak for a second more!

I would like to ask you to consider the following pairings:


You will recognize something in common to all of these pairings I am sure.  A patient goes to a doctor with a problem, like a swelling or a stomach ache or a fever, and expects the doctor to do his/her best to treat it successfully.  A client goes to a  lawyer with a problem, of a contract or a tort or a criminal charge, and expects the lawyer to represent him to the best of his ability.  A student attends a University or higher educational Institute, and expects the professors there to impart some necessary knowledge,  to explain some difficult or complex natural or social phenomena, to share some well-defined expertise, so the student too may aspire to becoming an expert.

In each case, there is a Principal – namely the patient, the client, the student, — and there is an Agent, namely, the doctor, the lawyer, the professor.  The Agent is not acting out of charity but is someone who receives payment from the Principal either directly through fees or indirectly through taxes.

The Agent is also someone who necessarily knows more than the Principal about the answer to the Principal’s problem.  I.e. there is an asymmetry in the information between the two sides.   The Agent has the relevant information or expertise —  the Principal needs this information or expertise and wishes to purchase it from him one way or another.

A company’s Board of Directors and the management that reports to it, may be similarly assumed to have far greater specific knowledge than the company’s shareholders (and other stakeholders) about the state of a company’s operations, its finances, its organisation, its position in various input and output markets, its potential for growth in the industry it is a part of, and so on.  Yet the shareholders are the Principal and the directors and managers are their Agents.

And indeed the Government of a country, i.e. its political leadership and the bureaucracy and military that are reporting to it, also have much more relevant decision-making information available to them than does the individual citizen as to the economic and political direction the country should be taking and why, and again the body of the ordinary citizenry of any country may have a reasonable expectation that politicians, bureaucrats and military generals are acting on their behalf.

In each of these cases, the Principal, having less information than the Agent, must necessarily trust that the Agent is going to be acting in good faith on the Principal’s behalf.  There is a corporate governance problem in each case simply because the Agent can abuse this derived power that he acquires over the Principal, and breach the contract he has entered into with the Principal.   Doctors or lawyers can practise improperly, professors can cheat their students of their money and teach them nothing or less than nothing, boards of directors and managers can cheat their shareholders and other “stakeholders” (including their workers who have expectations about the company) of value that should be rightfully theirs — and of course politicians, bureaucrats and military men are all too easily able to misuse the public purse in a way that the public will not even begin to know how to rectify.

In such situations, the only real checks against abuse can come from within the professions themselves.   It is only doctors who can control medical malpractice, and only a doctor can certify that another doctor has behaved badly.  It is only lawyers who can control legal malpractice, and testify that yes a client has been cheated of his money by some unscrupulous attorney.  It is only good professors and good teachers who can do what they can to stand out as contrasting examples against corrupt professors or incompetent teachers.

In case of managerial malpractice, it is only fellow-managers who may be able to comprehend the scam that a particular CEO has been part of, in stealing money from his shareholders.   And in case of political malpractice, similarly, it is only rival political parties and when even those fail, rival political institutions like the courts or the press and media, who can expose the shenanigans of a Government, and tell an electorate to throw the rascals out in the next election.

In other words, self-policing, and professional self-discipline are the only ultimate checks and balances that any society has.  The ancient Greeks asked the question “Who guards the guardians”,  and the answer has to be that the guardians themselves have to guard themselves.   We ultimately must police ourselves .  I think it was William Humboldt who said that a people get the government they deserve.

In India today, indeed in India in the last thirty or forty years, perhaps ever since 1966 after the passing away of Lal Bahadur Shastri, we may be facing a universal problem of the breach of good faith especially so perhaps in the Government and the organised corporate sector.   Such breaches occur in other countries too, but when an American court sends the top management of Enron to jail for many years or a Korean court sends the top management of Daewoo to jail for many years, we know that there are processes in these countries which are at least making a show of trying to rectify the breaches of good faith that may have occurred there.   That is regrettably not the situation in India.  And the main responsibility for that rests with our Government simply because our Government is by far the largest organised entity in the country and dwarfs everyone else.

As an economist, I have been personally intrigued to realise that Government corruption is closely caused by the complete absence of serious accounting and audit norms being followed in Government organisations and institutions.   Get control of as big a budget as you can, is the aim of every Government department, then spend as little of it as is absolutely necessary on the publicly declared social or national aim that the department is supposed to have, and instead spend as much as possible on the travel or personal lifestyles of those in charge, or better still transform as much as possible into the personal property of those in charge – for example, through kickbacks on equipment purchases or building contracts.  For example, it is not unknown for the head of some or other government institution to receive an apartment off-site from a builder who may have been chosen for a major construction project on site.  This kind of thing has unfortunately become the implicit goal of almost all departments of the Government of India as well as the Governments of our more than two dozen States.    I have no doubt it is a state of affairs ultimately being caused by the macroeconomic processes of continuous deficit-financing and unlimited printing of paper-money over decades.   For the first two decades or so after Independence, our institutions still had enough self-discipline, integrity, competence and optimism to correct for the natural human instincts of greed and domination.  The next four decades — roughly, as I have said, from the death of Shastriji — there has been increasing social and political rot.  I have to wonder if and when a monetary collapse will follow.