(While I'm overseas for business this week, my Dad, Robert D. Gilbreath, Sr., offered to guest post this week for the second time this year. Thanks, Dad, good stuff below...)
Ever notice how many trucks and workers swarm a new subdivision under construction? And after
it's built-out, only a few return. A carpet cleaner here, a pizza delivery car
there. That's because once dreams are achieved, once something new and bold has
been established, it takes so many fewer people with so lesser talents to
operate the result. America's economy works the same way. A dream-build
economy creates many more and much better jobs than an operate-defend version.
And it’s the latter version we're mired in.
Offshoring and
outsourcing are minor villains in today's anemic job market. There is a much
larger specter stealing jobs and crushing our national business spirit. It's
the death of dreams, and the commensurate courage to build upon them. When we
built the Interstate Highway system hundreds of thousands of jobs were
created and sustained for years--high-paying, imaginative jobs. But once
completed, how many architects, engineers, urban planners, and environmentalists
does it take to maintain these same roads? Answer: none. Just a few folks in
orange vests to pick up the trash and repair the occasional guardrail. And a
good number of those are prisoners.
The same is true for other great, ennobling national endeavors like the Alaska pipeline, space exploration and the
internet. We have nothing like these now. Our great national goals have shrunk
to the defeat of a band of murderous, Third-World thugs. Not very ennobling.
We are asleep, but
not dreaming. We are using, but not building. This is why we get more
inspiration from Brad Pitt and Russell Crowe sword and sorcerer movies than
from our national political and business leaders. Timidity,
protection, defense, and fear drive out the great in us. They stymie
investment, shut down innovation, and seize up the job-creation machine.
The reason for the
job bonanza of the nineties was three-fold: 1) Reengineering our business
processes, 2) Mergers and acquisitions, and 3) the Internet. Each of these
required tremendous amounts of planning, analysis, expert design and skillful,
bold execution to pull off. When a company changes its strategy or embarks on
the release of a new product, a streamlined process, or a new organization it
takes an initial burst of highly talented people working excitedly, in great
faith that their efforts will bear fruit. However, every reengineered process
uses fewer people, every merger results in net reductions, and every up and
running web site requires virtually no one to run it.
Dream and build
economies trump operating ones when it comes to job creation--every time, no
matter what. It took an army of
geniuses together with battalions of talented, highly skilled men and women to
create Microsoft's Windows operating system and their Office application
suite--more and more varied talent than required by the Manhattan Project of
World War II. But once done, this software can be run by a schoolchild. Operating is easier, duller and uninspiring.
Operating is dumbing down, not dreaming up. We need dreams to build on,
otherwise we'll have nothing but decayed infrastructure and defeatist
businesses to operate in the future.
We cannot grow
jobs, advance our standard of living, or provide the tax base to lessen our
social and cultural ills when we are cowering in fear. When boardroom talk is
dominated by "business continuity" (read: "surviving an
attack"), "focus" (read: "contraction, staying and thinking
in the box") and "contingency management" (read: "being
afraid to stand for anything or commit to any principles"), we're living
in the land of fear. When the business leader is hazed and body searched at the
airport on the way to a meeting, it's unlikely he or she will be in the mood
for innovation, risk-taking or exploration upon arrival.
Fear is not
prudence--it is reckless prudence--the
great destroyer of the future. We need to trump it with creativity and courage.
Robert Gilbreath is an Alpharetta-based
author of six business texts and a frequent commentator on national work
trends.