jueves, 2 de diciembre de 2010

For Leadership, Read Stewardship

We need to re-think leadership. The financial crisis and the continuing turbulence have exposed a crisis of values. Acres of newsprint have been consumed with what people did, but little serious consideration has been given to the moral underpinning to their behavior. There can be no lasting restoration of confidence without answering the question: what kind of leadership can take us through the transition to greater stability? I believe the answer is the leader as steward.

We live in a time of turbulence and transition. Mistakes of commercial judgement were made. But the roots of the crisis go much deeper. Finance became dominated by easy money and "originate and distribute"—disassembling and reassembling financial assets such as mortgages in ever more complex ways and passing the parcel as though production could be separated from responsibility.

The market was allowed to become a master instead of a servant. Too often finance ignored the silent partner—that great mass of the population that has been profoundly affected by the crisis but had little say in the decisions which precipitated it. In so doing, the moral, spiritual and financial dimensions of life were artificially sundered apart.

Nevertheless, capitalism did not fail. Rather, the principles 
that make capitalism so powerful a moral force—its capacity to promote freedom and improve lives—were neglected. Rewards were not based on genuine risk. Equity was neglected in favour of perverse ingenuity. Short-termism prevailed. Above all, the concept of service was impoverished.

Agence France-Presse/Getty Images

Capitalism was under fire at an autumn protest in Berlin.

Calamitous upheavals such as the near-collapse of the financial system are frequently followed by transitions, a move from one set of attitudes and practices to another set. Critically, they lead to another state of mind—a future quite different from that previously envisaged. We cannot go through a crisis of this magnitude without deep soul-searching. Something went very wrong and we do not wish to repeat it.

Making the transition to where we want to be rather than wherever events take us is the terrain of leadership. But leadership today in any walk of life—business, politics, the military, charities—is fraught with difficulty. The turbulence in the euro zone is just the latest instance of what seems to be an increasingly volatile world in which events can move very fast. Distinguishing the valuable from the worthless in the deluge of information can be hard.

This is an opaque period. Great global trends underlie the confusion: an epochal shift of power from West to East epitomized by a crisis that was made in London and New York and not in Mumbai and Shanghai; a sharpening contest of religious beliefs, although this century will be marked by a rise of faith rather than the march of secularism; and of course the digital revolution, which has turned Facebook's 500 million users into the world's third biggest country. Faced with such forces we must either shape or be shaped.

Leadership falls firmly into the category of things we think we recognize but find hard to define—love, truth, justice, an elephant. A good working summary, however, is that genuinely successful leaders can get a group to achieve an objective, quite possibly an objective they did not think they could reach or even thought they wanted to reach. Under such leaders, we buy into something that is bigger than ourselves.

The legitimacy of leaders comes from their followers. Command-and-control does not work in this Wiki-world of swirling ideas and data that reinforces informal power structures. The potentially undemocratic nature of leadership can be redeemed by the leader's values and behavior—above all, by achievements that followers see as based on good values and as beneficial to them. The leader, in short, is a steward of the community's interests.

Society partly recognizes this. Corporate managers are supposedly the agents of the shareholders. Generals place great store by the welfare of their troops. Religious leaders have certainly regarded themselves as serving their flocks. The integration of leader and servant is a profoundly Christian idea, though it can also be found in other faiths such as Buddhism.

But the steward does not just manage. He or she has a moral obligation to conserve resources for the future, if necessary by making cuts now to generate growth later. The most demanding test of the servant-leader is whether those served grow as people—the opposite of old-fashioned coercive leadership. In this sense, the steward is the moral spirit in action, the self confronting good and evil in the real world.

Stewardship has three elements. First, influence. The steward manages networks of resources and information to effect change. The steward may take the initiative, but it only works if influence is a two-way street.

Second, affluence. Good stewardship is rewarded by material affluence. With it comes moral affluence—a richness of spirit flowing from a constructive reciprocity between the present and the future, the leader and the followers, the self and the still, quiet voice of conscience.

Third, confluence. Leadership has to bring people together, not as a common-denominator consensus, but in a way that enables us to grow as people.

Stewardship might sound unrealistic. But what was the kind of leadership that led us into crisis? We need now to reintegrate the elements that make us human—the moral, spiritual and financial—to make what may be a long transition from turbulence to renewed confidence and greater stability. The leader as steward can take us there.

—The author is Chairman of Lazard International and Professor of Commerce at Gresham College. This article is based on a lecture he gave at the college recently.
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The End of Management

Corporate bureaucracy is becoming obsolete. Why managers should act like venture capitalists

management4

Business guru Peter Drucker called management "the most important innovation of the 20th century." It was well-justified praise. Techniques for running large corporations, pioneered by men like Alfred Sloan of General Motors and refined at a bevy of elite business schools, helped fuel a century of unprecedented global prosperity.

But can this great 20th century innovation survive and thrive in the 21st? Evidence suggests: Probably not. "Modern" management is nearing its existential moment.

Corporations, whose leaders portray themselves as champions of the free market, were in fact created to circumvent that market. They were an answer to the challenge of organizing thousands of people in different places and with different skills to perform large and complex tasks, like building automobiles or providing nationwide telephone service.

In the relatively simple world of 1776, when Adam Smith wrote his classic "Wealth of Nations," the enlightened self-interest of individuals contracting separately with each other was sufficient to ensure economic progress. But 100 years later, the industrial revolution made Mr. Smith's vision seem quaint. A new means of organizing people and allocating resources for more complicated tasks was needed. Hence, the managed corporation—an answer to the central problem of the industrial age.

WSJ Deputy Managing Editor Alan Murray discusses some of the lessons new managers can learn from his new book, "The Wall Street Journal Essential Guide to Management."

For the next 100 years, the corporation served its purpose well. From Henry Ford to Harold Geneen, the great corporate managers of the 20th century fed the rise of a vast global middle class, providing both the financial means and the goods and services to bring luxury to the masses.

In recent years, however, most of the greatest management stories have been not triumphsof the corporation, but triumphs over the corporation. General Electric's Jack Welch may have been the last of the great corporate builders. But even Mr. Welch was famous for waging war on bureaucracy. Other management icons of recent decades earned their reputations by attacking entrenched corporate cultures, bypassing corporate hierarchies, undermining corporate structures, and otherwise using the tactics of revolution in a desperate effort to make the elephants dance. The best corporate managers have become, in a sense, enemies of the corporation.

The reasons for this are clear enough. Corporations are bureaucracies and managers are bureaucrats. Their fundamental tendency is toward self-perpetuation. They are, almost by definition, resistant to change. They were designed and tasked, not with reinforcing market forces, but with supplanting and even resisting the market.

Yet in today's world, gale-like market forces—rapid globalization, accelerating innovation, relentless competition—have intensified what economist Joseph Schumpeter called the forces of "creative destruction." Decades-old institutions like Lehman Brothers and Bear Stearns now can disappear overnight, while new ones like Google and Twitter can spring up from nowhere. A popular video circulating the Internet captures the geometric nature of these trends, noting that it took radio 38 years and television 13 years to reach audiences of 50 million people, while it took the Internet only four years, the iPod three years and Facebook two years to do the same. It's no surprise that fewer than 100 of the companies in the S&P 500 stock index were around when that index started in 1957.

Google

A foam-brick-filled bathtub in the 'water lounge' at Google's Zurich office.

Even the best-managed companies aren't protected from this destructive clash between whirlwind change and corporate inertia. When I asked members of The Wall Street Journal's CEO Council, a group of chief executives who meet each year to deliberate on issues of public interest, to name the most influential business book they had read, many cited Clayton Christensen's "The Innovator's Dilemma." That book documents how market-leading companies have missed game-changing transformations in industry after industry—computers (mainframes to PCs), telephony (landline to mobile), photography (film to digital), stock markets (floor to online)—not because of "bad" management, but because they followed the dictates of "good" management. They listened closely to their customers. They carefully studied market trends. They allocated capital to the innovations that promised the largest returns. And in the process, they missed disruptive innovations that opened up new customers and markets for lower-margin, blockbuster products.

The weakness of managed corporations in dealing with accelerating change is only half the double-flanked attack on traditional notions of corporate management. The other half comes from the erosion of the fundamental justification for corporations in the first place.

British economist Ronald Coase laid out the basic logic of the managed corporation in his 1937 work, "The Nature of the Firm." He argued corporations were necessary because of what he called "transaction costs." It was simply too complicated and too costly to search for and find the right worker at the right moment for any given task, or to search for supplies, or to renegotiate prices, police performance and protect trade secrets in an open marketplace. The corporation might not be as good at allocating labor and capital as the marketplace; it made up for those weaknesses by reducing transaction costs.

Mr. Coase received his Nobel Prize in 1991—the very dawn of the Internet age. Since then, the ability of human beings on different continents and with vastly different skills and interests to work together and coordinate complex tasks has taken quantum leaps. Complicated enterprises, like maintaining Wikipedia or building a Linux operating system, now can be accomplished with little or no corporate management structure at all.

That's led some utopians, like Don Tapscott and Anthony Williams, authors of the book "Wikinomics," to predict the rise of "mass collaboration" as the new form of economic organization. They believe corporate hierarchies will disappear, as individuals are empowered to work together in creating "a new era, perhaps even a golden one, on par with the Italian renaissance or the rise of Athenian democracy."

That's heady stuff, and almost certainly exaggerated. Even the most starry-eyed techno-enthusiasts have a hard time imagining, say, a Boeing 787 built by "mass collaboration." Still, the trends here are big and undeniable. Change is rapidly accelerating. Transaction costs are rapidly diminishing. And as a result, everything we learned in the last century about managing large corporations is in need of a serious rethink. We have both a need and an opportunity to devise a new form of economic organization, and a new science of management, that can deal with the breakneck realities of 21st century change.

The strategy consultant Gary Hamel is a leading advocate for rethinking management. He's building a new, online management "laboratory" where leading management practitioners and thinkers can work together—a form of mass collaboration—on innovative ideas for handling modern management challenges.

What will the replacement for the corporation look like? Even Mr. Hamel doesn't have an answer for that one. "The thing that limits us," he admits, "is that we are extraordinarily familiar with the old model, but the new model, we haven't even seen yet."

This much, though, is clear: The new model will have to be more like the marketplace, and less like corporations of the past. It will need to be flexible, agile, able to quickly adjust to market developments, and ruthless in reallocating resources to new opportunities.

Resource allocation will be one of the biggest challenges. The beauty of markets is that, over time, they tend to ensure that both people and money end up employed in the highest-value enterprises. In corporations, decisions about allocating resources are made by people with a vested interest in the status quo. "The single biggest reason companies fail," says Mr. Hamel, "is that they overinvest in what is, as opposed to what might be."

This is the core of the innovator's dilemma. The big companies Mr. Christensen studied failed, not necessarily because they didn't see the coming innovations, but because they failed to adequately invest in those innovations. To avoid this problem, the people who control large pools of capital need to act more like venture capitalists, and less like corporate finance departments. They need to make lots of bets, not just a few big ones, and they need to be willing to cut their losses.

The resource allocation problem is one Google has tried to address with its "20%" policy. All engineers are allowed to spend 20% of their time working on Google-related projects other than those assigned to them. The company says this system has helped it develop innovative products, such as Google News. Because engineers don't have to compete for funds, the Google approach doesn't have the discipline of a true marketplace, and it hasn't yet proven itself as a way to generate incremental profits. But it does allow new ideas to get some attention.

[management2]Granger Collection

Alfred P. Sloan of General Motors

In addition to resource allocation, there's the even bigger challenge of creating structures that motivate and inspire workers. There's plenty of evidence that most workers in today's complex organizations are simply not engaged in their work. Many are like Jim Halpert from "The Office," who in season one of the popular TV show declared: "This is just a job.…If this were my career, I'd have to throw myself in front of a train."

The new model will have to instill in workers the kind of drive and creativity and innovative spirit more commonly found among entrepreneurs. It will have to push power and decision-making down the organization as much as possible, rather than leave it concentrated at the top. Traditional bureaucratic structures will have to be replaced with something more like ad-hoc teams of peers, who come together to tackle individual projects, and then disband. SAS Institute Inc., the privately held software company in North Carolina that invests heavily in both research and development and in generous employee benefits, ranging from free on-site health care and elder care support to massages, is often cited as one company that could be paving the way. The company has nurtured a reputation as both a source of innovative products and a great place to work.

Information gathering also needs to be broader and more inclusive. Former Procter & Gamble CEO A.G. Lafley's demand that the company cull product ideas from outside the company, rather than developing them all from within, was a step in this direction. (It even has a website for submitting ideas.) The new model will have to go further. New mechanisms will have to be created for harnessing the "wisdom of crowds." Feedback loops will need to be built that allow products and services to constantly evolve in response to new information. Change, innovation, adaptability, all have to become orders of the day.

Can the 20th-century corporation evolve into this new, 21st-century organization? It won't be easy. The "innovator's dilemma" applies to management, as well as technology. But the time has come to find out. The old methods won't last much longer.

—Adapted from "The Wall Street Journal Essential Guide to Management" by Alan Murray. Copyright 2010 by Dow Jones & Co. Published by Harper Business, an imprint of HarperCollins Publishers.

Write to Alan Murray at Alan.Murray@wsj.com

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sábado, 27 de noviembre de 2010

El desarrollo económico y sus consecuencias

Por José Ricardo Stok Capella. *
Día a día, la prensa escrita nos muestra datos que reflejan el crecimiento económico del Perú, así como la consideración y reconocimiento que merece en el ámbito internacional. Inclusive, se está llegando a hablar, lo que me parece no solo prematuro sino imprudente, del milagro peruano. Mes a mes, se incrementan las ventas de diferentes productos de consumo, con guarismos que sorprenden. Por ejemplo ¡ya a setiembre se han vendido 85,000 nuevos vehículos, y se estima que para fin de año serán cien mil! Dado que buena parte de esos vehículos estarán en Lima y no se concreta el retiro de unidades obsoletas, ¡se imagina usted cómo estará el tránsito! ¿Serán adecuadas las medidas que se van tomando para ampliar algunos carriles en vías muy transitadas o para hacer by passes en otras?

No hace falta mucha imaginación para ver que se va muy por detrás de la necesidad. Sigue siendo imperioso que el Estado tenga una decidida actitud para incrementar la infraestructura, pero para esto no es necesario que él la pague; basta tan solo promoverla, y que los particulares asuman estas actividades.

Pero, ¿cuál es el motor de todo este crecimiento? Ya no podemos hablar del precio de los minerales, que sí fue un factor clave que arrastró a un desarrollo económico en los últimos diez años. Se suele sostener que el desarrollo proviene porque se genera una demanda que satisface las necesidades, y como el Perú tiene ingentes necesidades, estas presionan a ser satisfechas. Para que sea realidad este razonamiento, le falta un elemento fundamental: la capacidad adquisitiva. Solo cuando la necesidad cuente con capacidad adquisitiva podrá demandar; mientras tanto se quedará en necesidad insatisfecha y frustrada. Y, a Dios gracias, el chorreo de hace años, se ha ido dando, y como tierra reseca se ha absorbido, satisfaciendo, en primer lugar, lo más imprescindible. Ahora, pasados unos años y con los bolsillos con algo de dinero, sale en busca de nuevas cosas. Pero su capacidad adquisitiva se multiplica ya que comienza a ser sujeto de crédito; o al menos así lo consideran las instituciones financieras, que ven aquí una magnífica oportunidad para colocar tanta liquidez con la que cuentan.

Llama la atención que, en las encuestas sobre percepción de confianza, la mayoría de los consumidores se expresa cautelosa y como no muy esperanzada en el futuro. Sin embargo, como hemos señalado y se observa, se actúa como si no existiera el más mínimo temor al futuro, basados en unos ingresos permanentes.

El Ministerio de Economía y el BCR, quieren limitar ese crecimiento para que no sea desmedido: para lograr como dice el dicho popular, no estirar el brazo más que la manga. Así se incrementa la tasa de referencia, se pretende limitar la disponibilidad de la CTS, etc. Son medidas, en mi opinión, parciales y por esto, ineficaces. Como cuando se pretende resolver el problema de la violencia en las barras sólo con medidas represivas; se deja de lado el origen: ¿qué pasa en la familia, en los valores? En el caso que nos ocupa, también hay que ir a ese origen, la familia, que es escuela de valores. Y el valor fundamental que hay que inculcar y enseñar a vivir es el ahorro. El ingreso individual solo tiene dos destinos: gasto o ahorro. No se puede pretender poner freno al gasto con medidas de tipo represivo: la economía de mercado se resiste. Más bien hay que fomentar el ahorro. El ahorro es, en una familia, una genuina apuesta por el futuro.

Entre las noticias de crecimiento, hay una que no debe pasar inadvertida: es la que destaca que el sector con mayor crecimiento en los últimos meses ha sido la manufactura. Y es doblemente importante porque esta no depende de la coyuntura de precios internacionales de los minerales, y porque genera estabilidad y consistencia en el entramado productivo nacional.

Tres aspectos para resumir: 1. Nos alegra el crecimiento económico general, especialmente porque en este tiene parte importante la manufactura. 2. Creemos que más que restringir la demanda de consumo, hay que fomentar decididamente el ahorro. 3. El Estado, a nivel nacional o municipal, debe promover inversiones magnánimas en infraestructura con ánimo audaz y esquemas de mayor participación privada.

Docente del PAD Escuela de Dirección de la Universidad de Piura. Artículo publicado en el diario Gestión, 26 de octubre de 2010.
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Emerging markets enjoying super-cycle

By: Gerard Lyons* 

The world economy is in a super-cycle. This is a period of historically high global growth, lasting a generation or more.

There are many factors driving this, including rising trade, high rates of investment, rapid urbanisation and technological innovation.

Super-cycles are also characterised by the emergence of economies enjoying rapid growth, such as China, India and now Indonesia.

The world economy has twice enjoyed super-cycles before. The first, from 1870 to 1913, saw a significant pick-up in global growth, with the world growing on average each year by 2.7%, a full one percent higher than previously seen. That cycle was led by the emergence of the United States and saw increased trade and greater use of technologies from the Industrial Revolution.

The second super-cycle, from 1945 to the early 1970s, saw growth averaging 5% and was characterised by the post-war reconstruction and catch-up across large parts of the globe. It saw the emergence both of a large middle-class in the West and of exporting nations across Asia, led by Japan.

We may now be in another super-cycle. For people in Asia and across the emerging world, the idea of strong growth may not sound unusual. But for many in the West, the thought of a super-cycle may sound strange, given the present problems confronting the world economy. Yet the reality is that the world economy now is over US$62 trillion, about twice the size it was a decade ago, and it has already exceeded its pre-recession peak. Over the last two years, its rebound has been driven by policy stimulus in the West and by stronger growth in the East. Indeed, emerging economies, which are one-third of the world economy, currently account for two-thirds of its growth. This trend looks set to continue. By 2030, the world economy could grow to $308 trillion. Excluding inflation, that would equate to $129 trillion in real terms, or in today's prices, and to $143 trillion, keeping prices constant but allowing for some emerging-market currency appreciation.

The projections would imply a real growth rate of 3.5% for the period between 2000, when the super-cycle started, and 2030, or 3.9% from now till 2030. That would be a significant step-up compared with 2.8% between 1973 and 2000.

What is remarkable is not only the likely scale of this expansion but the fact that these forecasts are based on projections for growth that some might even think are too cautious. For instance, China is expected to grow on average 6.9% per annum over the period to 2030, and India by 9.3%. By 2030, India may have become the world's third largest economy. Moreover, Indonesia, currently the 28th largest economy may have moved to fifth largest in 20 years, having enjoyed nearly 7% average growth over that period. There are always risks that could impact global growth. The first super-cycle ended with the outbreak of the First World War, the second with the oil shocks of the early '70s. Hopefully, the world today is better placed to address such risks thanks to the emergence of international decision-making bodies and policy fora such as the G20. It is important to stress that a super-cycle does not mean that growth will be continuously strong over the whole period. For the last three or four years, we have been amongst the most pessimistic about US growth. I am still cautious. Despite the benefits of quantitative easing, the US economy will still struggle in the year ahead, growing below trend. Likewise, Europe and Japan face a sluggish near-term outlook where growth will be modest. All this makes it even more remarkable if Asia can drive more of its own growth. That is, after all, what the world needs.

Next year, China sees the first year of its 12th five-year plan. That should help growth. But, even allowing for this, the Chinese and other central banks across Asia will be tightening policy to cap inflation. In turn, this should allow growth to be more sustainable, but at rates either close to, or even below, those seen this year. So, even in a super-cycle, there can be challenges for policy-makers.

Just as it is important to focus on near-term challenges, it is also vital to keep sight of longer-term opportunities. During the super-cycle, we believe that China can displace the US as the world's largest economy by 2020, far sooner than many expect. Whilst such forecasts give a scale of the outlook, it is the story behind what is happening that is as important. There is the scale of the economies that are growing. As emerging economies grow they will exert greater influence on the world economy. Then there is the impact from the growth of new trade corridors. Close to 85% of the world's population are becoming increasingly inter-connected through trade, allowing an unprecedented number of people to contribute to the global economy. Cash and financial resources will be critical drivers of growth, given the need for investment, particularly in infrastructure. Then there is what I call perspiration, with more people working and spending, and inspiration, with greater use of innovation and technology.

The countries that will succeed will be those with the cash, the commodities and the creativity. In recent years I have described what was happening as the New World Order, reflecting a shift in the balance of economic and financial power from the West to the East.

While still valid, a super-cycle better reflects what is happening. It is still possible for the West to do well in this environment, particularly if economies there are creative. Yet it is Asia that appears to be the clear winner.

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*Group Head of Global Research and Chief Economist at Standard Chartered Bank.

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IWC/CFA News - November 26, 2010

Timber from Brazil Amazon more easily going west
With five new bridges to be completed in 2011, the interior of the Amazon basin will gain its first road outlet, through Peru, to the Pacific Ocean. At the same time the Brazilian government has released logging concessions amounting to one million hectares this year, expected to increase to 11 million within five years. These transportation improvements coupled with a large increase in logging concessions will make it far easier to export timber to the Asian market.
(Sources: ITTO, CNN)
 
Russia to cut export tariffs on timber in 2011
There have been discussions for 17 years whether Russia will enter WTO or not and gain access to low tariff markets. Prime Minister Igor Shuvalov is, after successful negotiations with the EU, close to signing an agreement to join during 2011. Upon entering the WTO, the export tariffs on timber will likely drop, foreseeably affecting the world wide log trade. China and Scandinavia have decreased Russian imports while Oceania and US Pacific Northwest have increased exports to Asia to replace Russian fiber. Removal of Russian timber tariffs could have a deleterious effect on the US Pacific Northwest, a region that in Q3 exported approximately one million cubic meters of logs to China. (Sources: RISI, Reuters)
 
Carbon credits from forestry in progress
Despite low hopes for any big movements in the allowances for carbon credits in the post Kyoto 2012 Protocol at the climate convention in Cancun starting end of November, some positive light can still be seen. There are discussions that the EU may allow carbon credits from protected forests under the REDD programme. Also, Governor Arnold Schwarzenegger wants to include forest based offset credits into California's cap and trade scheme, which is planned to start in 2012.
(Sources: Carbon Positive, Bloomberg, Reuters)
--------------------------
The International Woodland Company A/S
Homepage: www.iwc.dk
E-mail: pha@iwc.dk
 
The news in this e-mail may be copied or forwarded only with reference to IWC. The news from IWC is based on information obtained from sources believed to be reliable and in good faith. The news is for information purposes only and is not intended to be construed as counseling. IWC is not responsible for any action based on the information in the news.
 
 

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lunes, 6 de septiembre de 2010

Spanish fly

6 September 2010 | By Rodrigo Amaral

The smaller countries in Latin America outpace Brazil in the GDP growth race and - buoyed by domestic demand - strengthen, stabilise and diversify. Rodrigo Amaral investigates this trend and why the region should appeal to investors.


In the past three years, Latin America has gained a foothold in the portfolios of global investors, as the region's healthy economic numbers provide a strong contrast with the lacklustre performance of the developed world. But, for many people, investing in Latin America means an infatuation with Brazil, the largest country in the region. Opportunities, however, can be found well beyond São Paulo and Rio de Janeiro. 

Despite performing well, Brazil is unlikely to be the fastest growing country in Latin America this year. According to analysts, Peru and Argentina are set to beat the Brazilians in the GDP growth race. The performance of Latin American countries, especially in South America, has baffled economists. Improvements in economic policy, including extreme fiscal discipline and some opening up to the outside world, have been well-documented.

"The main economies of Latin America are experiencing greater-than-expected acceleration of their growth"

But when the world was on the brink of financial and economic meltdown, no one expected Colombia and Peru to emerge almost unscathed. After all, economies that rely heavily on commodities exports tend to be hard hit by economic slowdowns. And common sense has always decreed that, when America sneezed, Latin America caught a cold. In the past three years, elements have been in place for the region to require another round of bitter economic medicine. 

Instead, economists have been busy upgrading their forecasts. "The main economies of Latin America are experiencing greater-than-expected acceleration of their growth," according to BBVA, a Spanish bank with a strong presence in the region, in a research note. "Domestic demand is the key driver of recovery, boosted by a return of confidence, fiscal and monetary policies that continue to be expansive and sustained by high commodity prices." This is one reason why so many people have failed to spot the trend. 

Many international analysts still see Latin America as a commodity exporting region, but in the best performing countries it is domestic consumption that has taken responsibility for pushing the economy forward. Millions of Peruvians, Colombians and Argentinians have moved upward in the income pyramid in the past decade. They have money in their pockets, and, more importantly, more access to credit than ever. As a result, they are spending, to the benefit of the whole economy. (article continues below)

In addition, China has largely filled the gap left by lagging rich world economies, as it buys ever more commodities from Latin America. Bilateral trade between the two has grown by up to 30% a year in the past decade, and should still increase by about 15% a year until 2020, according to the United Nations' Economic Commission on Latin America and the Caribbean (Eclac). Trade with China has helped to fill the coffers of governments, which, for a change, have decided to build up reserves rather than waste their commodity money. In a good fiscal position, governments were then able to mitigate the effects of the external slowdown by making investments that kept domestic consumption alive. All in all, for Latin Americans at least, it has been a propitious time to face a global crisis.

"What we have observed in these two episodes of adverse external shocks (Lehman Brothers and Greek crises) represents a dramatic break from the past in the region," notes BBVA in its report. "The normal state of affairs would have been that shocks of this type would be amplified by fiscal and exchange rate turmoil in these countries, which would have led to painful fiscal adjustments, devaluations and inflation, with a prolonged period of recession and stagnation and dramatic deteriorations in employment." Latin Americans are familiar with such scenarios.

 


But this time the painful adjustments of the 1990s have paid off. "Our perspective is that Latin America is entering a period of sustained growth, at a rhythm approaching its potential, which will allow it to reduce income disparities with developed countries," says BBVA. The bank points out that, in a development that was unthinkable a few years ago, collateralised debt obligations for countries such as Colombia, Mexico and Peru have fallen lower than those of euro economies like Italy and Spain. Investor confidence has also been boosted by the awarding of investment grade by credit rating agencies to Peru, Panama and others. 

This new economic dynamism creates investment opportunities in Spanish-speaking America. Governments are eager to attract foreign investment to boost their stillflagging infrastructures. Large Latin American companies have been nursing expansion plans abroad to benefit from their sweet economic moment. Both public and private entities are issuing bonds in the international markets at rates rarely, if ever, seen before. Of course, Spanish America is a large and heterogeneous region, and some areas, such as Venezuela and Bolivia, with their left-wing leaders, remain a no-go area for investors. 

However, Peru, an economic backwater in the 20th century, posted average rates of economic growth of 6.8% a year between 2002 and 2008. The economy faltered a little in 2009, as demand for its various mining commodities receded, but it still managed to increase its GDP by 0.9%. This year, Peru is flying high again. In July Eclac forecasted that the country would grow by 6.9% this year, but this has proved to be a bearish expectation. Standard & Poor's has raised its own forecast to 7.5%, while JP Morgan has mentioned 8%.

 


The growing optimism is based on a first half-year that surpassed all expectations. In June, GDP had expanded by 11.9% on a year-on-year basis, according to the Peruvian government.

Peru's remarkable performance has been driven by exports, boosted by demand from China. Ten years ago, trade with China had little relevance to Peru, says Eduardo Moron, an economist at the University del Pacifico, a Lima-based university. But it accounts for about 20% of the country's exports, he says.

"Peru has implemented a very attractive investment framework for mining companies, making sure that they wouldn't face tax surprises"

Moron argues, however, that the impressive growth has not made Peru completely dependent on the buoyancy of the Asian giant. "An important advantage is that China, the United States, the European Union and Latin America answer for roughly similar shares of our exports," he says. "At the same time, Peru doesn't rely on a single commodity, but we export a diversified basket of products." These include gold, copper, petroleum and zinc, as well as agricultural products like fishmeal and coffee.

Peru's total exports, which amounted to only $7 billion (£4.5 billion) in 2000, reached $32 billion in 2008, and after a little blip last year, should bounce back to $34 billion in 2010 and $54 billion in 2014, according to the Economist Intelligence Unit (EIU). Recently signed trade agreements with China and the European Union are set to keep the good news coming, and hard currency has also been arriving by the bucketful in the form of foreign direct investment (FDI). That has been largely thanks to improvements in the business climate, especially for the all-important mining sector. "Peru has implemented a very attractive investment framework for mining companies, making sure that they wouldn't face tax surprises and changes of the rules of the game," says Moron.

The money earned through trade has 

trickled down to the economy, and domestic demand has recovered quickly from the impact of the global crisis. In the first half of the year, construction and manufacturing have been the main drivers of Peru's strong economic performance, according to INE, the national statistics office. Retailers and banks are also doing well, as purchasing power has increased by up to 70% in 10 years in the wealthiest parts of the country, says Moron. And, after having pumped up the economy with public investments in transport, communications and other areas last year, the Peruvian government wants to attract more foreign capital to carry on improving the country's still insufficient infrastructure.

 


A business climate survey by Fundação Getúlio Vargas, a Brazilian business school, and Ifo, a German research institute, found that Peru enjoys the most positive assessment among analysts of Latin American economies. The recovery has got into such a high gear that the Peruvian central bank has shown fears of overheating by raising interest rates twice already this year. The Peruvian currency, nuevo sol, has also gained value against the dollar, which some people fear could represent a risk by fuelling inflation pressures. Some analysts have also expressed fears about next year's presidential elections. 

Peruvians have shown an anti-incumbent trait even in the midst of a booming economy that could lift the prospects of a radical nationalist candidate similar to Venezuela's Hugo Chávez. Such an eventuality would frighten investors. However, Moron argues the risk of any government reversing the gains of the past decade or so are much smaller than they used to be.

Peru is the most serious contender for the title of fastest growing Latin American economy in 2010. But it already endures a government that is viewed dimly by international investors. 

Many countries have confounded international economists, particularly Argentina. Despite being led by a populist president and remaining on the blacklist of global financial markets, the country is set to grow by up to 10% this year, according to the most bullish analysts. Upward revisions of Argentina's growth forecasts have been dramatic. JP Morgan, for instance, has revised its 2010 forecast from 4.6% to 9.7%.

A JP Morgan analyst described Argentina's economy as "scorching". That is not bad for a country that has been cut out of international debt markets since its latest default, in 2001. A recently brokered bond swap deal could help change this situation, but it will take some time before markets recover their trust in a country that looks keen on not paying debts for political reasons, rather than financial constraints. In the past few years, President Cristina Fernández de Kirchner has done her best to keep investors worried. She has nationalised pension funds, manipulated national statistics, restricted exports of meat and picked fights with farmers and the media. But the government has boasted that it does not need to tap international markets anyway, because its finances are sound.

Argentina's change of fortune is the result of geographic luck, as its close trade links with Brazil, consolidated in the once much-derided Mercosur agreement, have paid off. With its giant neighbour growing rapidly, Argentina's exports have doubled in the five years to 2008, reaching $70 billion. In 2009 they inevitably receded, but volumes are expected to get back to pre-crisis levels between this year and the next. In 2009, exports could bring $109 billion a year to the economy, according to the EIU. The Brazilian media have celebrated that, with Brazil accounting for over half of Argentinian exports, the compatriots of Diego Maradona have become more dependent than ever on the country of Pelé.

 


But, if the numbers remain good, it is unlikely that Argentinians will complain much about that. Leonardo Chialva, a partner at Delphos Investments, a Buenos Aires-based investment banking and asset management firm, points out that the Brazilian recovery helped to boost exports of Argentina's cars, which for their part fuelled the recovery throughout the industrial sector via a large supply chain network. High commodity prices and favourable weather conditions gave a new life to the country's important agricultural sector, and lately domestic demand has been recovering too, especially in construction and private consumption, which has benefited from a credit boom. For him, conditions are set for the country to carry on enjoying the healthy growth. "The private sector is little indebted," Chialva says. "The workforce has higher levels of education than in other Latin American countries and the public sector faces no solvency problems either." 

Chialva argues that, if investors can overcome their understandable reticence against Argentina's politicians, they could find interesting opportunities in the country. "The Argentinian government has generated an institutional noise that reverberates through the economy. We in Argentina are used to this kind of thing, but investors get frightened," he says. But he says that, thanks to the lack of confidence of investors, Argentina has become an inexpensive market. "Equities are really cheap compared to other emerging markets," he says. "Argentina's four listed banks combined are worth less than a single Peruvian bank, and, due to regulatory controversies, the energy sector is cheap too."

"Argentina's four listed banks combined are worth less than a single Peruvian bank"

Overcoming doubts about Argentina's institutional stability could take some effort though. For instance, analysts have criticised the government for boosting public spending in times of accelerated economic growth. Less daring investors could therefore be in a more comfortable zone by reverting to Chile, the region's most stable economy, which has also benefited from the high prices of commodities thanks to its large copper reserves. "Chile is a first world country, and there is a lot of coherence in the policies adopted by its government," says Alberto Bernal, an analyst at Bulltick Capital Markets, a Miami-based asset manager with a focus on Latin America.

Chile was quickly recovering from a difficult 2009 when it was hit by a horrific earthquake in February, which has affected production in several parts of the country. But it is testament to the organisation and stability of the country that Bulltick has decided not to change its 5% growth forecast for 2010 after the tragedy. If anything, says Bernal, reconstruction works that have been taking place since the earthquake are likely to give an extra boost to the economy. Chilean companies want to expand abroad. LAN, the Chilean flagship airline, created the largest air company in the region by absorbing Brazil's TAM. In addition to construction and mining firms, retailers have also fared well as more widely accessible credit has boosted Chileans' ability to consume.

"Chile has been able to diversify their economy away from copper, and manufacturing and services are strong sectors in the country too," says Bernal. Chile's status as a developed country has been certified by the Organisation for Economic Cooperation and Development (OECD), which accepted the country as a member earlier this year. And its capital markets have been boosted by the intense investment activity of Chile's pension funds, which have been spreading their large portfolios into equities, infrastructure and foreign investments. But unlike Argentina, Chile's assets are not as undervalued.

Investors who would like to benefit from a development similar to Chile's, can look north to Colombia, which is at an early stage in the process. "Colombia has an important mining sector, but they are sufficiently diversified in terms of manufacturing and services. It has been a very similar story to Chile," says Bernal. Better yet, in his view, is that successive Colombian governments have been applying sensible policies to boost economic growth. "The policies that have been implemented in Colombia have been common-sensical," Bernal says. "Despite the fact that it remains a very violent country, the policies adopted by the government should help it grow." GDP has grown readily in Colombia, and should reach between 4.5% and 5% by the end of the year.

But Colombia is relatively small compared with some of its neighbours. "Chile, Peru and Colombia haven't had as much attention from international investors because their populations are not as large as Brazil's," says Jimena Zuñiga, a Latin American analyst at Barclays Capital in New York. A similar point can be made about their capital markets, which remain puny by global standards. In a quest to make the domestic markets more attractive to Latin American investors, the stock exchanges of Bogotá, Lima and Santiago are merging to create a single trading platform and offer a wider range of investment choices. The unified exchange is expected to be ready by the end of 2011.

"Chile is a first world country, and there is a lot of coherence in the policies adopted by its government"

Mexico boasts Latin America's second largest economy and population. It represents a different proposition for investors, as it is less reliant on commodities markets. On the other hand, the luck of the country is closely related to that of America, which absorbs about 80% of Mexican exports. That is why, after a bright first half of the year, Mexican economists have been cautious about the country's prospects. "Economic growth was good in the first six months of 2010, but the story could be much different in the rest of the year," says Ricardo Aguilar, an analyst at Invex, a Mexico-based brokerage.

Even then, growth forecasts for Mexico remain good compared with those of America and Europe. Zuñiga predicts GDP will expand by 5% this year, boosted by exports recovery and a resurgence of domestic demand. But, as other Latin Americans, Mexicans still have a long to-do list before they can have some guarantee that economic growth is sustainable in the long run. 

Zuñiga says that Mexico needs to reform its labour market, competition laws, energy sector, education and other areas if it wants to become less dependent on America. Something in such areas has already been done, but the toughest part remains around the corner. "The process of economic diversification tends to be slow," she says. "The share of exports to the United States has dropped from 85% to 80%, but that still is very high."

For all the good news coming from Latin America, there are plenty of challenges waiting for its leaders to tackle. With the exception of Chile, most Latin American countries are difficult to do business with. Colombians suffer from a persistent high unemployment level and an uncompetitive labour market that successive governments have hesitated to reform thoroughly. Peru still has high levels of poverty and has to deal with ethnic conflicts that can present risks to economic development. In Argentina, it would be much appreciated if politicians stopped messing about, and even Chile has been urged to improve its legal system. 

More worryingly, corruption still is a big concern among investors and companies. In addition, higher levels of wealth have not prevented increased violence, even in previous havens of tranquility such as Buenos Aires. Mexico is waging a war against drug cartels that has turned parts of the country into some of the most dangerous places on the planet.

In short, Spanish America still is a work in progress. But, more than ever, it looks like a region that should befollowed closely.

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