Archive for December, 2009

Outlook 2020: The Economy

Monday, December 21st, 2009

This is the second in a series of blogs on the likely events of the next 10 years.

If we’re lucky, 2010 could be a lousy year. If we’re unlucky, 2010 could be a disastrous year, worse than 2008, because there are potential nasty surprises lurking out there. Such surprises could precipitate another, even worse financial crisis, and dump us into a global depression, instead of the recession from which we are now emerging. I’m going to deal with the issue of the nasty surprises in a later blog, so just for the moment, I’m going to assume that none of them will happen, and the economic future will unfold about as it looks now. And, although I’m looking out to the year 2020, I’m going to start by looking at 2010 on its own before moving beyond there.

The Prospects for 2010

America is out of its recession, but I would hesitate to call what we have now a recovery. It’s true, U.S. GDP grew by a reported 3.5% in the third quarter of 2009, but that was, in many ways, misleading. In the first place, it was heavily influenced by government stimulus, especially the “cash for clunkers” program. Since government stimulus will be tapering off in 2010, and the car incentives are finished, this source of economic strength will be missing. But even more revealing, barely was the ink dry on the reports of 3.5% GDP growth when they were revised downwards to 2.8% – an unusually large and rapid downward revision.

To see what’s ahead for the U.S. economy, let’s start with public sentiment. One of my favorite indicators of economic strength is the frequency with which the word “recession” appears in the mainstream media (“MSM”). This indicator has been known and used for decades, but before the Internet, you had to be in the MSM to have the ability to perform this count. In 1995, I realized that I could do it myself using Googles’ news website, and since September of 1995, I’ve done just that every week, and then graphed the results. Here’s how this graph looks today (the X-axis has been inverted since “recession” is inherently a negative idea):


Recession indicator

© Copyright, Richard Worzel, December 2009.

(more…)

Share and Enjoy:
  • Digg
  • del.icio.us
  • Facebook
  • Google Bookmarks
  • email
  • LinkedIn
  • Live
  • Print
  • StumbleUpon
  • Technorati
  • Twitter
  • PDF
  • RSS

Outlook 2020: The Environment

Monday, December 14th, 2009

This is the first of a series of blogs contemplating the developments out to the year 2020. There will be at least four more in the weeks to follow.

Ten years seems like an eternity if you’re talking about technology, but is almost nothing if you’re talking about the Earth’s environment, which tends to shift at the pace of geological changes. Yet, the next 10 years should refute that idea. I expect we will see measurable shifts in climate that will effectively end any serious debate over climate change. Despite this, there will still be extremists on both sides of the debate shooting at each other – and anyone else who happens to get into their line of fire.

That being said, how do I expect things to change over the next 10 years? Let me tackle this from the bottom up:

(more…)

Share and Enjoy:
  • Digg
  • del.icio.us
  • Facebook
  • Google Bookmarks
  • email
  • LinkedIn
  • Live
  • Print
  • StumbleUpon
  • Technorati
  • Twitter
  • PDF
  • RSS

Techniques for Foresight & Risk Management

Friday, December 4th, 2009

This is a continuation of last week’s discussion of risk management, which appeared under the title Risk Management for 2009 and Beyond.

Now let’s turn to some of the methods that can help you with risk management. Remember at the beginning I told you that risk management involved asking the right questions about what might happen in the future, and then making the best plans you can to deal with events that occur? So, how do you ask the right questions? The future is such a broad topic that you can’t usefully think about it all, all at once. Accordingly, if you ask vague, general questions about the future, you’ll get vague, useless answers. Instead, look for ways of breaking the future into manageable parts. I’m going to give you two ways of doing this, both related, with the second one of particular value for the kinds of risk management you do. The general process is called scenario planning, and the second part is called Wild Card scenarios. Let’s start with the overall process

Our society seems to feel that if you can’t decide exactly what’s going to happen, if you’re not prepared to be manly and decisive, then you are somehow defective. Yet, my opinion is: the future is inherently unpredictable, so why fail at something that’s impossible when there’s a better alternative? And that better alternative is to consider a range of possible futures, then think through how you would deal with each one if it happened – to come up with a Plan B to deal with a Future B. (more…)

Share and Enjoy:
  • Digg
  • del.icio.us
  • Facebook
  • Google Bookmarks
  • email
  • LinkedIn
  • Live
  • Print
  • StumbleUpon
  • Technorati
  • Twitter
  • PDF
  • RSS