Quotulatiousness

June 20, 2024

The “Idiot Nephew Theory” of show business management

Filed under: Business, Media, USA — Tags: , , , , — Nicholas @ 05:00

Ted Gioia recalls his hopes of getting into the entertainment industry after graduation:

The story of how I became a strategy consultant is shameful.

I was a student at Stanford’s Graduate School of Business, and needed a job after graduation. I wanted to work in the music or entertainment industries — but I soon learned this was an impossible dream.

They didn’t want me. And they didn’t want my classmates either.

Hundreds of companies came to our business school to recruit talent, and they included most of the leading US corporations. So I talked with everybody — Coca Cola, Morgan Stanley, Atari, Procter & Gamble, you name it.

But no record label or movie studio ever showed up. They didn’t even send job listings.

Can you guess why?

I asked around on campus and was told the following (off the record):

    Come on, Ted. You will never see the entertainment business recruit here. Those folks are not looking for business talent.

    They give the choice jobs to their family members — the idiot nephew gets hired, not an MBA. Even better if it’s an idiot son.

    And if there are other openings? Well … You’ve heard about the casting couch, haven’t you? Let me give you a hint — that couch isn’t just for auditioning the cast.

    But you wouldn’t want a job there even if they gave you one. When time comes for a promotion, the drooling idiot nephew moves up — not you.

I’ve never shared that story before — because I know how people inside the music business hate hearing it.

And maybe it’s not a fair story.

All I can say is that I found this advice very helpful. I stopped planning on a career in the music business. And I also developed a very useful theory to explain why record labels are so bad at making strategic decisions.

I call it the “Idiot Nephew Theory”:

    THE IDIOT NEPHEW THEORY: Whenever a record label makes a strategic decision, it picks the option that the boss’s idiot nephew thinks is best.

And what does the idiot nephew decide? That’s easy — they always do whatever the company lawyer recommends.


Maybe this theory is wrong. All I can say is that it helps me predict events in the entertainment industry with a surprising degree of accuracy.

I always operate on the assumption that there’s no business strategy in the music or movie business — only legal maneuvering.

Years later, when the music business got totally reamed by tech companies — a phase we’re still living through, by the way — I wasn’t surprised in the least. The record labels respond to every new music technology by litigating, but whenever they encounter a company with more legal clout than them (Apple or Google/YouTube, for example), they simply gave up.

In the future, you can test this theory yourself. You will see that it possesses great explanatory power.

The birth of para-rescue

Filed under: Asia, Britain, China, History, India, Military, USA, WW2 — Tags: , , , — Nicholas @ 04:00

At The War Room, Dr. Robert Lyman discusses an air crash in 1943 and the innovative and daring rescue of the survivors using parachutes:

A United States Army Air Force (USAAF) C46 similar to that of Flight 12420.

The birth of para-rescue can be placed in operations across the Hump airlift in 1942 and 1943. The story of the crash of Flight 12420 was a central part of the story.

The story itself is extraordinary. In 1943 a Soviet spy inside the predecessor organization to the CIA and a proud descendant of the famous Southern leader General Robert E Lee, on his way to China to meet General Dai Li, the mysterious and secretive Kuomintang intelligence chief; a celebrated American journalist sent by President Roosevelt to ascertain the “truth about China”; and General “Vinegar Joe” Stilwell’s political adviser; together with eighteen others — American and Chinese — survived a C46 air crash on the mountainous and remote border between India and Burma. It was, and remains, the largest evacuation of an aircraft by parachute, and, given the fact that even the crew had never been trained in the technique, it was a miracle that so many survived. But they fell with their crippled plane from the frying pan into the fire. On disentangling themselves from their parachutes, the twenty shocked survivors soon found that they had arrived in wild country dominated by a tribe that had an especial reason to hate white men. The Nagas of the Patkoi Hills on their remote and unsurveyed land were notorious headhunters, who continued — despite the feeble wrath of distant British imperial authority — to practice both slavery and human sacrifice. Their specialty was the removal of the heads of their enemies — often women and children — achieved with a swipe of ugly, razor-sharp daos. On two occasions in recent years their village, or parts of it, had been burned to the ground and their warriors killed in running battles with sepoys sent to teach the villagers a lesson and to exert the authority of the Raj.

Nevertheless, and against all the odds, all but one of the twenty-one passengers and crew on the doomed aircraft survived. The story of the extraordinary adventure of those men among the Nagas of Pangsha and of their rescue by the young representative of the distant imperial power, the British deputy commissioner who arrived wearing “Bombay bloomers” and stout leather walking shoes, carrying a bamboo cane, and leading an armed party of “friendly” Nagas, is told in my book Among the Headhunters. In their meeting in some of the world’s most inaccessible and previously unmapped terrain, three very different worlds collided. The young, exuberant apostles of the vast industrial democracy of the United States came face-to-face with members of an ancient mongoloid race, uncomprehending of the extent of modernity that existed beyond the remote hills in which they lived and determined to preserve their local power, based on ancient head-hunting and slaving prerogatives. Both groups met — not for the first time for the Nagas, whose village had been burned twice, in 1936 and 1939, because of persistent head-hunting — the vestiges of British authority in India, disintegrating as the Japanese tsunami washed up at its gate.

One of the reasons for the survival of the men whose aircraft fell to earth that tumultuous day was the quick thinking, rapid action and spontaneous sacrifice of a group of US servicemen at the airbase from whence the aircraft departed that morning, Chabua. One in particular needs calling out, thirty-six-year-old ATC wing surgeon Lieutenant Colonel Don Flickinger. He had been duty medical officer at Pearl Harbor during the Japanese attack on December 7, 1941 and in 1943 found himself stationed in the upper reaches of Assam as part of the mammoth Hump airlift to China.

On the day the C46 went down over the rugged Paktoi ranges, the dividing line between astern India and Burma in the first leg of the journey to China, a C47 sent up to see if it could find the wreckage, and found the survivors waving from a remote village high in the hills. Using ground signalling panels the C47 dropped to the survivors they indicated that at least one of the party was badly injured. When the C47 returned to Chabua with the news that survivors were seen in the sprawling village and its location pinpointed on the map, the British deputy commissioner gave the Americans the grave news that the men were likely to be in grave danger. The villagers were, unknown to the survivors, the most practised headhunters of the region, a powerful and unruly tribe who were notorious for their violence. It was unlikely that the men would survive the encounter.

“Surely the only way to defeat racism and homophobia is to treat ethnic and sexual minorities as incapable of high achievement and in need of a leg up from their betters?”

Filed under: Business, Politics, USA — Tags: , , , , , — Nicholas @ 03:00

Andrew Doyle on a radical new approach to hiring that might just catch on:

With the inexorable spread of DEI – Diversity, Equity and Inclusion – across the western world, it’s refreshing to see at least one major company resist the decrees of this new religion. This is precisely what happened this week when Scale, an Artificial Intelligence company based in San Francisco, launched a new policy to ensure that its employees were hired on the basis of – wait for it – being the most talented and best qualified for the job.

This innovation, which sees race, gender and sexuality as irrelevant when it comes to hiring practices, should hardly be considered revolutionary. And yet in a world in which the content of one’s character is less important than the colour of one’s skin, to treat everyone equally irrespective of these immutable characteristics is suddenly deemed radical.

Scale’s CEO, Alexandr Wang, explained that rather than adopt DEI policies, the company would henceforth favour MEI, which stands for Merit, Excellence, and Intelligence. He explained the thinking behind the new scheme in a post on X.

    There is a mistaken belief that meritocracy somehow conflicts with diversity. I strongly disagree. No group has a monopoly on excellence. A hiring process based on merit will naturally yield a variety of backgrounds, perspectives, and ideas. Achieving this requires casting a wide net for talent and then objectively selecting the best, without bias in any direction. We will not pick winners and losers based on someone being the “right” or “wrong” race, gender, and so on. It should be needless to say, and yet it needs saying: doing so would be racist and sexist, not to mention illegal. Upholding meritocracy is good for business and is the right thing to do.

One can already hear the likes of Robin DiAngelo and Alexandria Ocasio-Cortez screaming in fury at this blatant implementation of good old-fashioned liberal values. Surely the only way to defeat racism and homophobia is to treat ethnic and sexual minorities as incapable of high achievement and in need of a leg up from their betters?

It is instructive to compare reactions from the Twittersphere (now X) and Instagram, as one X user has done. If nothing else, the comparison reveals how the divide in the culture war is playing out on social media since Elon Musk’s takeover. On X, major figures in the corporate world such as Tobias Lütke (CEO of Shopify), Palmer Luckey (founder of Oculus VR) and Musk himself have congratulated Wang on his new initiative.

By contrast, here are some of the responses on Instagram:

    You’re ‘disrupting’ current hard-fought standards you don’t like, by reverting to a system rooted in bias and inequality that asks less of you as a hiring manager and as a leader
    – Dan Couch (He/Him)

    Curious to see how hiring processes can effectively (and objectively) measure one’s ‘merit’, ‘excellence’, and ‘intelligence’, all of which are very subjective terms
    – Cole Gawin (He/Him)

    What is merit and how do we measure it?
    – Rio Cruz Morales (They/Them)

    This sounds a lot like excuse making for casting off DEI principles
    – R.C. Rondero De Mosier (He/Him)

The pronouns, of course, signify membership of the cult, and so we should not be surprised to see the sentiments of its minions mirroring each other so closely. What Wang is proposing of course builds equality into the hiring system and, contrary to these complaints, it is entirely possible to measure merit objectively. This, after all, is the entire point of academic assessment. The arguments against merit can only be sustained if one presupposes that systemic inequalities are ingrained within society, that all of these relate to the concept of group identity, and that adjustments have to be made accordingly to guarantee equality of outcome.

Canadian Armed Forces – Snow Machines

Filed under: Cancon, History, Military — Tags: , , , — Nicholas @ 02:00

Ontario Regiment Museum
Published Mar 7, 2024

During the TANK SATURDAY — Winter Warfare event in 2024, we had special guests from the Hussars Military Vehicle Club. They brought their fully restored CAF Arctic equipment to the museum and spoke to our visitors about the history and use of these unique vehicles.
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QotD: Canadian soldiers of the 1950s and early 1960s

Filed under: Cancon, History, Military, Quotations — Tags: , , , , — Nicholas @ 01:00

In the field in summer, [Canadian] soldiers wore bush clothes, which were adequate enough, though multi-hued depending on how often they had been washed. There were no winter field uniforms, and soldiers wore U.S. Army field jackets. On exercises, black coveralls were the usual dress, the sloppiest uniform in any army at the time. Until the army introduced combat clothing in the mid-1960s, Canadian soldiers looked as though they had been kitted out by a second-hand clothing store.

J.L. Granatstein, Canada’s Army, 2002.

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