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Uncategorized

Reclaiming Beirut’s shared spaces

by Mona Fawaz August 22, 2014
written by Mona Fawaz

Have you ever asked yourself why property prices are so high in Lebanon? Why Beirut homes are prohibitively expensive for at least 90 percent of the city’s daily users who cannot dream of ever claiming an address in its quarters? Have you wondered why Barcelona, Marseille, Nice or Limasol display miles of public beaches accessible to all dwellers and visitors while in Beirut, the last 100 meters of so-called public beach is privately held and, in fact, currently under negotiation for the municipality to purchase, we are told, at a meager $18 million or so? Do you wonder why an iconic national symbol such as the Pigeon Rocks in Raouche and its natural surroundings can be forever transformed through the decisions of private developers? Do you buy the idea that the laws of supply and demand are regulated by some supernatural hand that sets the price of a built square meter of land in Beirut at several thousand dollars? Indeed, could that be why the residents of Lebanon’s cities and countryside find it increasingly impossible to secure not only shelter, but also recreational areas and communal spaces? Are they just bought out by other, more deserving actors? No, they surely are not.

In these few lines, two frameworks will be developed to think through these questions and derive strategies from each to move beyond the current crisis: first, market prices are highly determined by regulatory and social institutions and second, public claims should extend far beyond what is earmarked as ‘public’ property.

Determining price

Like any other good exchanged on the market, the price of land — and housing — is highly determined by the legal and social frameworks in which exchanges occur.

In order to understand why property prices have risen as they have over the past decades, we have to look first at the regulatory and institutional frameworks in which these exchanges occur. A quick review of the taxation systems and incentives that organize property transactions indicates that while efforts were deployed to facilitate property exchanges in the 1990s through the digitization of the land registry, very little was done to curtail the widespread speculative practices that dominate the real estate sector.

On the contrary, a whole set of policies and administrative practices allows developers and speculators to evade taxes. These taxes are set well below international benchmarks, preventing the profits reaped by the real estate development sector from benefiting the community at large.

To take one simple example, a developer whose project overlooks the Horsh Beirut park or the seafront may charge his clients a hefty premium for this view, but they are not cumbered by any charges for these public amenities. The developer has also no requirement to produce affordable housing or any shared or communal facilities when they build in the city, as they are required to do elsewhere. In sum, a developer is encouraged to target the most lucrative segments of the market, allowing for narrow individual profit maximizing strategies to guide building investments in the city.

We also have to recognize that supply and demand curves are socially constructed, which means that they are derived from particular social and economic choices made by social agents. Recent market studies indicate that real estate demand stems from Lebanese expatriates and other well heeled buyers looking for long-term secure investments in the country. Despite the flagrant need to balance this demand for placing capital, at least partially, with the more immediate needs of those who look for shelter, no policy is taken to curtail the long-term speculative intentions of investors. To the contrary, an entire advertising industry supplements their financial interests with constructed ‘private’ ideas of ‘exclusion’, ‘luxury’ and ‘safe living’ that are consistently pegged to highly segregated housing models. In sum, developments that drive prices up are desirable for the city.

Given that land is not just another commodity — not only because its supply is naturally limited but also because it holds a special social value due to its role as shelter — the framework organizing its exchange is expected to reflect this special nature. Here too policies have lagged behind. While developers in many US cities, for example, are required to secure a percentage of affordable housing in every building development they produce and frequently negotiate the right to build in exchange for the provision of public amenities such as playgrounds and community pools, no such provision is even considered in Lebanon. Despite the urgency of the housing crisis and the dearth of communal amenities throughout the country — with Beirut meeting only one tenth of the World Health Organization minimum required open areas per capita — neither the municipality nor other public planning agencies have revised

the regulatory framework to meet social needs.

These trends are, however, reversible. It was only after the second world war that northern European countries socialized the profit reaped by land development. These countries have heavily taxed all land developments and building rights and reinvested their profits in public amenities in ways that have made their cities routinely recognized as the most livable around the globe. And if Europe is too high a benchmark, we may instead look in the direction of Brazil, where revised forms of property taxation, introduced in 1991 through the City Statute, have socialized the meaning of land and ushered in the possibility of reversing decades of speculative building developments through the introduction of progressive taxation systems. Now studied in planning schools around the globe and emulated in other national contexts, the Brazilian City Statute shows that property taxation is not only desirable, but also necessary for building more inclusive cities. Those interested in more affordable housing and better public spaces should be looking in the direction of public regulators rather than relying on mere incentives for developers.

Hence, the fact that land prices are so prohibitively expensive as to rule out the possibility of both affordable housing and public spaces is the result of specific, clearly identified and reversible policies. To change them would require the type of political will sustained by social mobilizations of the type witnessed in Brazil throughout the 1980s. While we may not be there yet, a growing number of civic organizations are working in this direction and we may have to look toward them, rather than toward corrupt political classes, to achieve change.

Rethinking public vs. private

This, however, is not enough. We also need to restore the value of the ‘shared’ in our cities. To own land is not to disembed it from its socio-spatial context and decide alone on its development.

A common explanation for the absence of playgrounds, parks and other shared facilities — as much as for the deterioration of our built and natural heritage — is that most properties in Beirut are ‘privately held.’ Given that land is very expensive, it is prohibitive for public authorities to expropriate areas for the development of parks and other shared amenities. To counter this point, a critique of the too easily accepted conception of private property as full dominion is needed. This is deeply rooted in the revival of 18th century liberal thought, mostly associated with John Locke or William Blackstone who at the time advocated for an understanding of the natural and built environment as necessarily propertied. This conception depicts urban and natural landscape as the sum of individually claimed parcels each labeled as ‘private’ or ‘public,’ the latter reporting to the authority of the state. Numerous critics — starting with Marx and Proudhon in the 18th century, but since then with a whole body of literature in

August 22, 2014 0 comments
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Angry faces are painted on port construction material.
Beirut's private coastReal Estate

No project, but no public

by Matt Nash August 21, 2014
written by Matt Nash

This article is part of a continuing Executive investigation into public and private lands along Beirut’s western coast. For more stories in this series, click here.

When the Ministry of Environment called today for the Municipality of Beirut to deny building permits on Raouche’s coastal Dalieh area, it didn’t faze the owners of the private property. “No construction or any other permit is being or will be sought in the foreseeable future as far as I am aware,” said a representative of the majority land holders. But despite the new apparent roadblock to any development, there’s also no plans to turn the land over to the public.

Requesting anonymity to give the first interview in English on the subject, the person managing the property on behalf of GroupMed Holding and Fahd and Hind Hariri — who own most of the land — tells Executive that the owners have no concrete plans to build a resort on a large expanse of land. This contradicts the popular rumor that sprung up as area fishermen were evicted and the popular area was fenced off from the public.

Asked how the land owners will respond to the Ministry’s call to tear down this fence, the representative says, “It was put up to protect the private property from squatters and encroachments, hence, I believe the owners would oblige to calls to take down the fence, if and when a responsible and reliable authority guarantees their rights and the protection of the subject private property.”

 

Read the Ministry of Environment’s press release in Arabic or English

 

Fahd and Hind, along with GroupMed — the parent company of Medgulf Bank — fully own four of Dalieh’s 14 plots of land, according to a map the owners’ representative gave Executive. Under Lebanese law, a parcel of land is made up of 2,400 shares. When many people each own part of a parcel, their ownership is reflected in the number of shares they have. Four of the Dalieh parcels are fully owned by Hariri and GroupMed, while in two more they own half the land. In six of the 14, the Hariris and GroupMed are majority shareholders, and in the remaining two, they are minority shareholders with only 240 shares in each.

Three of the parcels fully owned by the Hariris and GroupMed are adjacent to each other, but none abut the corniche, meaning that a development built on them would need an access road along property with multiple owners. The person representing the Hariris and GroupMed explains that building on land with multiple owners needs everyone’s approval. Lack of unified vision for what to do with the land is preventing its exploitation, he says.

“The proper thing to do would be do a study, combine all these properties together into one real estate block and try to see the feasibility and economic viability of any project,” he explains. “That’s what should be done but nothing is being done as we speak.”

As for why the land is being blocked off, the representative says the land owners are trying to protect their private property from public use. As for why this wasn’t done years ago — he claims the late Prime Minister Rafik Hariri bought the land in the 1990s — the representative explains that plans from a few years ago to expand a port used by local fishermen prompted the Hariris and GroupMed to take action.

Along with what they plan to do with the land, the representative’s account of what happened with the port is the subject of controversy and rumor. Activists argue that the Hariris pulled off a back-room deal to stop the port expansion. The representative claims the contractor wanted to dynamite underwater caves near the port to facilitate the expansion, but was denied a permit to do so by the Lebanese army. An army spokesperson could not be reached for comment.

Former Public Works Minister Ghazi Aridi — at a press conference in November 2013 while he was still minister — said that the Hariris and MedGulf were pressuring him to stop the work. Reached by telephone and asked again why the work was stopped, Aridi said his successor, Ahmad Karami, stopped the work for a reason he refused to speculate on. Executive was unable to reach Karami and the Ministry of Public Works did not respond to an interview request. The representative of the Hariris and GroupMed insists the prospect of destroying the caves was what interrupted the expansion of the port, but is happy the work stopped.

“What would have happened, there would have been a port, that would have probably been awarded politically to a certain entity for 99 years, and then you would lose your private land forever,” he says, adding that the large concrete structures currently on the land — and believed by many to be part of a resort that will soon be built on the property — belong to the contractor who was supposed to expand the port.

There are rumors that the port will be moved, and the representative says the land owners he is speaking for support such a move morally and financially.

“Because it is in our interests, we offered the ministry [of public works] that we would pay the existing contractor for all the works done to date so that the funding available for the whole port could be moved all together,” he says, noting they have not yet received an answer.

As for turning the land back over to the public or selling it to the municipality, the representative is doubtful. “If it were not as valuable or expensive, it would have probably been a good idea for the city or the government to take possession of it. But then, it is worth in the hundreds of millions of dollars, so it wouldn’t be cost effective, if you will, to turn it into a public park. Very simple.”

 

Correction: A previous version of this article mistakenly stated that this was the first time the person managing the Dalieh property gave an interview to the press. Ours was the first in the English press.

August 21, 2014 1 comment
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Finance

Follow-on effects

by Livia Murray August 21, 2014
written by Livia Murray

Lebanon’s banking sector is always on the prowl, searching high and low for new ways to expand and diversify its portfolio. From driving expansion into foreign markets to expanding its customer base at home, some local banks have already started to look for ways to expand in a whole new sector: financing to exploit Lebanon’s expected oil and gas resources.

Room for everyone

With another delay in the first licensing round expected, Lebanon’s oil and gas sector still has a somewhat uncertain future. Exploration is still waiting for the Cabinet to pass two decrees, one of which would allow the prequalified international oil companies (IOCs) to finally bid on exploration and production sharing contracts.

The development of Lebanon’s oil and gas sector could create many opportunities for various players in the economy, among them banks who would quickly jump at the chance to lend or raise money for new projects created by a new industry.

Lebanon’s conservative banks, however, are likely to avoid the risky, large ticket exploration projects led by IOCs. They will most likely find opportunities in financing the oil and gas service sector, once resources are proven, rather than financing high-risk exploration projects.

There would simultaneously be little demand from IOCs to finance exploration, which would mostly rely on their own internal cash flows. According to an Ernst & Young report, IOCs fund exploration projects primarily through the revenues they generate, maintaining a good equity to debt ratio, as ultimately their financial rating is one of their priorities.

Exploration projects aside, there are various areas of activity in which local banks can play a role. “There’s room for everyone,” says Julien Khabbaz, head of investment banking at FFA Private Bank. Lebanese banks could play a role in project finance by working with international banks, if they are dealing with large extraction projects that require a lot of capital. “It’s always a foreign bank that assumes the role of lead manager or placement agent, and then you have the local banks participating in the club deal,” says Fadlo Choueiri, head of economic research at Credit Libanais Investment Bank. The foreign banks would, in turn, benefit from the local banks’ knowledge of the Lebanese market.

Local banks will most likely play a larger role in the oil and gas service sector, raising money and financing companies that provide services to facilitate exploration and extraction. “I don’t think banks are going to play a role in long-term financing [but rather] operations, having short term facilities, and also for the supporting industries — because these companies have to construct things in the water, buy different types of equipment [and] transport. They will need financing in order to supply them,” says Saad Azhari, chairman and general manager of BLOM bank.

The usual setbacks 

According to Khalil Debs, the group head of corporate banking at Bank Audi, it is “too early to tell” what impact oil and gas financing will have on the banks’ balance sheets. There are still too many uncertainties surrounding Lebanon’s exploration for oil and gas.

The proposed model exploration and production sharing agreement, favoring local goods and services over foreign ones, might provide an advantage to the services offered by local banks, but the model contract is one of the two decrees still waiting to be passed by the Cabinet. According to the Lebanese Petroleum Administration, the model contract, which the Cabinet can modify, currently says local companies will have preferential treatment for the same quality services priced up to 10 percent higher and for goods priced up to 5 percent higher.

But beyond this there are no specific requirements for the use of financial services, and the business generated for banks will still depend on the oil companies’ management of local and foreign financial services. 

Another uncertainty is that while the current pending decrees would open five blocks, changes could mean anywhere between one and 10 blocks — covering all of Lebanon’s exclusive economic zone — may be opened for bidding.

These uncertainties and delays, when translated to the banks, mean that only a bare minimum of preparations are under way. While banks are beginning to show interest, no full-throttle preparations are being made. No bank that Executive spoke with on the topic was looking into setting up a specialized oil and gas department, and many were still holding out for a more concrete development in the sector — such as exploration and production-signed contracts between the government and the companies that are set to bid. “We will certainly do a special division once people are in place. But not before a year or two,” says Audi’s Debs.

 But banks are beginning to take some action. Some have sent their staff to attend expert trainings, recognizing the need to be prepared for oil and gas deals. A specialized training session took place in Beirut last year to instruct employees from a handful of banks — among them Bank Audi — in project financing. Other banks have started researching the sector: BankMed recently presented a report compiling information on Lebanon’s hydrocarbons sector. These moves, however, are more of an initiation than careful preparations.

Unfettered confidence

Such careful preparations are not currently in the offing. Most of the banks Executive spoke with voiced contentment with the experience they have in Lebanon and other markets.

“I don’t think we need to take concrete steps. It’s an industry like any other industry, it needs some specialty. We have some specialty; we do some oil and gas deals in Egypt, in Iraq, through Turkish and other companies. I think we’re well prepared and if there’s a transaction that requires more expertise, we’re ready to take experts — usually consultants —that do the work,” explains Debs.

 “Just to say that Lebanese banks, in their experience in Lebanon and abroad, we are ready to provide for what is the new oil industry in Lebanon. We definitely have what is needed. We have the expertise in terms of normal commercial banking and investment banking. So the knowledge is there,” concurred BLOM’s Azhari.

While some practices apply to every sector, there are certain things that require a learning curve. Reserve-based lending, for instance, is a method commonly used for financing extraction projects in the oil and gas sector where the loan is secured by undeveloped oil and gas reserves and the amount extended is based on the present value of projected future production. Any corporate lending department in a bank that wanted to lend through reserve-based lending would have to become familiar with details such as market prices for oil and gas, as well as profitability and operating expenditures of companies in the sector.

 Yet while banks will likely need more capacity building to take full advantage of the sector, perhaps they are simply taking their cue from the government, which continues to put the oil and gas sector on the back burner.

August 21, 2014 0 comments
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Society

Local fashion fantastic

by Jasmina Najjar August 20, 2014
written by Jasmina Najjar

The fashion, the glamour, the luxury. Beirut has long been full of trend crazed, snazzy dressers and designers keen to leave their mark on the international scene. Beyond the obvious fashion victims and overly zealous devotion to cosmetic surgery, lies a city that regularly comes alive with exhibitions and events that celebrate local artistry, artisanship and talent with a vast selection of clothes, accessories and more. At Beirut Design Week (BDW), a week long gathering for the creative community, I bumped into Soniya Kirpalani during Hilary Alexander’s lecture on fashion journalism. The winner of many impressive awards, Kirpalani is best known for her acclaimed films and initiatives across different media platforms. She currently has her sights set on Lebanon and is working on a film about the local scene: “Plastic Fantastic”. And what comes next is the local scene as seen through her eyes with all the inherent challenges and vibrant potential. 

Lebanon’s creative scene

To put things in context, it’s best to start with Kirpalani’s baby, SAME — South Asia & Middle East — Design, Culture, Creative Exchange. SAME is different from other such initiatives. It was born to “educate, engage, empower and employ” creative design and crafts communities across South Asia and the Middle East. It achieves this by establishing “networks between design institutions, councils and communities.” In Lebanon, Kirpalani initially got involved with BDW and the British Council, by hosting think tank sessions that focused on challenges and solutions for regional designers. The results were published in an annual report in 2013. Next came a series of articles, short online films (one of which was the story of Bourj Hammoud), eventually leading to the full-length feature film “Plastic Fantastic”. 

Kirpalani has “always been mesmerized by the Lebanese spirit of resistance, their passion for life and their inherent ability to create beauty even amidst strife.” The desire to experience this firsthand brought her to the country. “Coming to Lebanon I met visionary thinkers stirring change … This made me want to document the entire [contrast], the diametric differences, capturing change as it happens and to share Lebanon’s inspiring stories with the world,” she says. 

Lebanon was once the Middle East’s creative capital. A place where the crafts industries and creative talents flourished. Over the years several factors led to its rapid decline, according to Kirpalani. Without support, subsidies or consumer patronage, it has become difficult for Lebanon to develop its brands, plus international brands are all the rage at the moment — further eroding the confidence and sustainability of local brands.

And yet there’s a cultural revolution. “Lebanon is still riddled with tension. The borders echo with war and I see streets in Beirut filled with refugees from across the border,” says Kirpalani. “In juxtaposition I also see art, films, fashion and design shine … I met visionaries like Kamal Mouzawak, Sarah Beydoun [see “Luxury from behind bars“] and Doreen Maya selflessly giving up their careers to save others’ dreams. Developing collaborative initiatives, using the lens of culture, creativity and cuisine they educate grassroots talents. Then they provide podiums for them to earn livelihoods … Through them I have met many more cultural thinkers — Karim Chaya, Rabih Kayrouz, Nada Debs [see “Modernizing tradition“], Rana Salem, Sevag D, the Artisan Initiative and Creative Space, visibly stirring Lebanon’s pride.”

Kamal, Sarah and Doreen

Kirpalani’s past cinematic work about the industry in Asia and the Gulf (“Indiavisualism”, “Silken Synergy” and “DoBuy”) “all capture the silent heartwarming stories of people rebelling against their ‘outsource only’ economies. Fostering grassroots movement, with rural weavers, craftspeople and local artisans, they are educating and engaging their talent to build creative economies, in nations sold to western brands.” And now “Plastic Fantastic” adds a new layer of fabric. The film is the story of Kamal, Sarah and Doreen. As Kirpalani explains, “It is shot in both their personal and professional spaces. It captures their challenges in the pathway of change. Set in the backdrop of a rapidly evolving Lebanon, it attempts to capture the people’s spirit of resistance. Revealing the beauty of this diverse land, it is an extempore exploration into the mindset [of] people finding creative solutions to build sustainability. Visually, too, I seek to capture Lebanon’s diverse geography, its people, its mindsets and what is inspiring them to subtly say ‘NO’ to war, even amidst a ricocheting Arab Spring.” The film will be out at the end of 2015 with screenings at high profile international film festivals. 

As Kirpalani sees it, on a global level, luxury isn’t about ‘big brands’ ‘expensive’ or ‘showing off logos’ anymore. The recession gave consumers a reality check, redefining luxury. Now brands are increasingly highlighting everything ‘handmade’ and ‘ethical and sustainable’ since “consumers aren’t looking for mass market products coming from sweatshops.” And yet in Lebanon “it is strangely still about ‘statuses and brand brag.’ Consumers prefer patronizing ‘international brands’ over local ones. The result is visible across Lebanon’s shopping malls and streets. This has taken its toll by bleaching arts and crafts culture. The talent languishes without patronage. But this is changing. Education and experience are bringing a new maturity to the mindset of affluent consumers. There is a change in the region’s crafts philosophy, artisanal food, small creative businesses and locally made products, functional design, architectural language and fashion.”

August 20, 2014 0 comments
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Business

Competition and crisis

by Thomas Schellen August 19, 2014
written by Thomas Schellen

Competitiveness is an essential need for any economic entity, and in today’s global context it is a core qualifier for countries. Having reported on the measurements of competitiveness regularly over the past few years, Executive followed an invitation to visit one of the two institutions dedicated to measuring the competitiveness of nations in order to investigate what this institution is all about and what it plans.

Gloom and boom

A joke from the Soviet era has East German school kids answer their teacher’s question about the competitive situation in the divided country. When asked about the situation in the capitalist German Federal Republic (the state that won the 1974 World Cup) the kids say: “The exploitative West German political creation of the US imperialists has stagnated in its economic development and today is heading over the edge of an abyss.”

“Bravo,” replies the teacher. “And what is the state of the People’s Republic?”

“The glorious socialist republic of the German workers and peasants is racing to move ahead of the capitalist Federal Republic and will very soon overtake it in every respect,” chant the children.

Hearing Arturo Bris, a wiry, self-deprecating and hyper-communicative academic at the Swiss private business school IMD talk about the global economy and the ambitions of his institution to enhance the competitiveness of countries generates a slightly similar feeling of bipolar disorder, in the sense of contradicting orientations toward gloom and boom.

Delivering an evening presentation as IMD professor of finance and strategy to business decisionmakers assembled at a weeklong leadership program this summer, Bris spews fire and brimstone, outlining eight risks that could produce the next global economic meltdown (see box). Any of these risks, he warns, could trigger a geoeconomic crisis, and all eight have the potential to interact in a disaster spiral, tripping each other like proverbial dominos.

Global Competitiveness Challenge: Something for every doomsday

When he lectures on what he calls “The Global Competitiveness Challenge”, Arturo Bris’ catalogue of eight risk potentials offers a flavor of world-changing doom for every taste. That does not mean the risks are fictitious; they are all too real.

A stock market crisis
For skeptics on the ability of investors and markets to overcome patterns of value destruction: long term trends suggest that the next stock market crisis is due to start in April 2015 and last for 11 months, with the usual negative impacts on economies all around, says Bris.

A Chinese banking crisis
For critics of the globalized financial system and of banks that are believed to be too big to fail: if you remember Lehman Brothers’ contribution to the 2008 global financial crisis, compare its size as a $50 billion bank to the size of the Industrial and Commercial Bank of China, which is China’s and the world’s largest bank at $1.3 trillion, Bris says. A critical problem in any single Chinese banking behemoth would force their sale of euro securities, leading to massive inflation in the United States and a massive drop in the dollar exchange rate. This scenario, which could lead to the collapse of the US economy, is Bris’ personal favorite. “The next banking crisis will come from China,” he says.

An energy crisis
For those who think that energy is a key factor in every global crisis of the past and present: Bris sees the global energy equation as changing radically due to the rise of the US as a highly price competitive producer with capacity to use energy exports for political power gains. He says if the US starts exporting gas, the Americans will have such price advantages that they could challenge Russia’s vital revenues. Enormous crisis potentials.

A real estate bubble
For those who don’t buy the idea that real estate makes for history’s safest investments: developed markets’ property prices are again moving into irrational territory. Skyrocketing real estate prices and ballooning mortgages are always good for translating into an economic crisis. It doesn’t help when developers in a place such as Dubai insist that there is no bubble.

A corporate crisis
For those who don’t like shaky companies: the number of S&P 500 companies with zero debt has gone down while triple-A ratings of companies (and sovereigns) are becoming exceedingly rare. This means increased vulnerability of economically important companies to bankruptcy. Significant crisis potential.

A war or major geopolitical incident
For those who don’t turn a blind eye on the eve of destruction: with an overall increase in tensions, the global risk map points to the next geopolitical crisis, but with huge elements of unpredictability. Even seven months ago, we could not have pointed to Ukraine as the stage for the next geopolitical incident, Bris admits. Any geopolitical crisis can escalate and trigger a market crisis. Ignoring that risk is not helpful at all.

A poverty or wealth distribution crisis
For those who fear populist knee jerking in response to real economic impediments: even as absolute poverty has been reduced, the number of poor people has increased. But if high risk attempts to control inequality become policies, Bris foresees economic disaster. Any ill conceived battle against inequality will hinder innovation and growth, he says, resulting in detriments for competitiveness and for entire countries.

A cash crisis
For those who want to tax cash: in Bris’ view, banks have an obligation to lend into the financial system. Banks and companies that hoard cash behave immorally, but currently the world is faced with financial enterprises such as Citigroup that have enough cash to buy a majority stake in a country such as Italy (if both so chose). There is a vicious circle of the European Central Bank printing more cash and banks depositing this cash in turn as reserves at the ECB. Companies have too much cash and too much power, but there is no way to solve these problems in a reasonable manner. “Cash piles are mounting and that is at the expense of society,” Bris says. He proposes taxation on cash holdings as a remedial measure, however, telling companies, “If you don’t distribute profits, you will get double taxation.”

When Bris delivers his presentation on the global competitiveness challenge at the IMD program called “Orchestrating Winning Performance”, one regular participant walks up to the dais afterwards and comments, “This is almost the same to what you said in 2008.”
“Yes,” Bris replies, “but in 2008 the crisis was already there. Now it has not happened yet.” One of these eight crises — with enough potential to trigger a global event — in his opinion is bound to tear down upon us. But to him the worst of it and a factor that could turn the next global crisis into a collective Cassandra dilemma or universal Titanic experience is that “we may see it coming but not be able to do anything about it.”

Talking in an exclusive interview with Executive on the same day, Bris puts on his Dr. Boom hat and enthuses about immense opportunities that lie in consulting with governments and corporations for improving their competitiveness. The activity, which implies assuming overall rather positive development prospects for the world economy, is part of Bris’ new day job as the director of the World Competitiveness Center (WCC), an IMD research facility which compiles and evaluates information on 60 economies from around the world.

The competitive angle

As its flagship product, the WCC produces an annual ranking and detailed assessments of competitiveness factors, called the World Competitiveness Yearbook (WCY). The WCY is the oldest and, apart from the World Economic Forum’s Global Competitiveness Report, the only systematic compilation of per country competitiveness rankings. In the 2014 edition, which was released in May, the United States took top spot as the world’s most competitive economy, unchanged from the previous year, followed by Switzerland, also in a repeat ranking.

While the WCY illuminates weaknesses in nations’ competitiveness from a mix of hard economic data and surveyed opinions of business leaders, the annual tome’s baseline assumption is one of emphasizing opportunities and potentials rather than focusing with gloomy intensity on downside risks. 

There are generally no large changes among the positions of the WCY’s most competitive countries, but the lack of movement at the top is not what disconcerts Bris. His concerns rather are where the WCC’s insights on competitiveness can make the most impact and how the provision of those insights can be financed.

Gold digger

The US, with its large and highly developed economy, “doesn’t care about the competitiveness report,” he says. According to Bris, the WCY findings are most needed in countries who can least afford to pay for such research. “I am trying to find a business model where someone — it could be a company or an international organization — would finance a report, because the countries that need us the most are the countries that can pay the least. I am not so much interested in helping Switzerland, and I told the dean that one of my key performance indicators is to incorporate new countries like Oman, Egypt, Middle East economies, African economies [and] some Latin American countries,” which are not currently part of the report.

Although the WCY has been in production for 25 years, it was never monetized and the publication format has become outdated, Bris adds. “To date, the business model of the WCC was to produce a statistical report and sell a book. That is an obsolete business model.”

As data has become a commodity and tomes weighing three kilograms are nobody’s shopping priority, the WCC director, who was appointed to this post earlier in 2014, argues that the center has to migrate to a business model that is centered on advisory services. “You have to do something with the data, you cannot just sell it,” Bris says. “We will keep on producing and generating the report but we want to use it as a means to help governments and companies to improve their competitiveness.”

He describes the WCC’s mission as “making people more prosperous,” but puts a spin on this high objective. “You have to realize I am an academic, so I never had any mission in life other than enjoying my thinking. Now for the first time I have a mission, which is to improve prosperity.”

His new role is founded solidly on years of experience in contributing to the WCC as an IMD professor and he is very familiar with the center’s methodology, Bris explains, adding that his objective is to maintain his teaching role, which makes the WCC “a part time job” for him.

Expanding reach

This also sounds ironic but the professed part time nature of Bris’ job does not stop him from brimming with plans to expand the WCC’s role and reach. A modification of the methodology by adding more survey based perspectives to the WCY is one of his aims. This entails measures to adjust for biases more effectively by asking executives “the right questions,” Bris says, adding that he also wants to expand the surveying beyond querying business leaders about their evaluation of the status quo in their countries. 

Asking questions about people’s expectations for the coming year could yield confidence indications, the WCC director reasons. For example, a simple question to business leaders such as ‘How do you think the financial markets will behave in your country in the coming year?’ might supply data for construction of a stock market confidence gauge. Following the example of confidence indices created by Yale economist Robert Shiller, Bris wants to test if such a product could be commercially viable. “I want to have a confidence index for stock markets worldwide. The question is to what extent you can make money [out] of it,” he explains.

Expanding the WCC coverage to more countries and deepening the advisory element are core targets where the center faces resource barriers, from a budget that is a fraction of what some global leading institutions and universities command to a staff size of less than 10. The upside is that the operation is “extremely frugal,” he notes.

This frugality could help Bris extend the WCC’s advisory to more of the countries with the greatest need for such analysis and which would be able to reap the greatest benefits.

But another condition for such expansion is finding partner institutes which are able to collect and provide reliable data from each country under coverage. This is an operational formula that the WCC relies on for every country, and Bris concedes that poor availability or absence of verifiable data would be a massive barrier against assessing the competitiveness of a country, such as the case in Lebanon.

Strategic pause

This warrants dipping for a moment into one of Bris’ strategic lessons on finance. Enterprises are either growth ventures or value ventures, he elaborates in one of his presentations to business leaders. Growth stocks sport high price to earnings ratios and increasing stock prices but pay less in dividends; value stocks generate high present returns but do not reinvest earnings for future growth, which makes them riskier from a financial perspective. By Bris’ reckoning, neither state can be sustained in permanence and thus growth stocks must become value stocks and value stocks must become growth stocks.

In this sense, the WCC has been delivering a steady value for the past 25 years and is now poised to transform into a growth enterprise with, if things go according to Bris’ plans, a steep trajectory of expanding consulting activities on the competitiveness of nations.

It could be a most opportune time for countries to have competitiveness enhancing consultancies available, in view of the accumulating risks that Bris speaks about in his ‘other’ job as IMD professor (see box). But even the best advisory capability may not suffice if Bris is correct in his assessments of interrelating global risks — and he is by far not the only serious economist who sees the current situation as fertile soil for a new world-engulfing crisis.

Shiller, the Yale economist and 2013 Nobel laureate in economics, wrote earlier this year, “If we have learned anything since the global financial crisis peaked in 2008, it is that preventing another one is a tougher job than most people anticipated. Not only does effective crisis prevention require overhauling our financial institutions through creative application of the principles of good finance; it also requires that politicians and their constituents have a shared understanding of these principles.”

Such an understanding is missing, Shiller says, “unfortunately.”

August 19, 2014 0 comments
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Finance

Minimalism returns

by Thomas Schellen August 18, 2014
written by Thomas Schellen

Minimalism is back in force on the region’s security markets and minimalism thus is in order for reporting on week 33 in the bourses of the Middle East and North Africa. Weekly index gains were topped by rises of 3.4 and 2.6 percent in Doha and Abu Dhabi in the Gulf and by a 3 percent climb in the EGX 30; drops deserving that name were restrained to 1.5 percent in Jordan and 1.2 percent in Bahrain.

Concerning news, the Egyptian government adjusted its statements on the Suez Canal’s new upgrade to say that financing would be by investment certificates instead of an initial public offering and regional property leader Emaar clarified in a market disclosure that the date for the initial public offering of its Malls Unit has not been finalized yet. Local media reports implying a flotation in September were “purely speculative,” the company said.

After ingesting this store of information, it should be safe for market participants to refocus their eyes back on the cultural and natural vistas of their various vacation environments. The region’s more active investors are currently presumed to be holidaying in Zurich and Geneva where their wealth managers are never more than a local phone call away (see the forthcoming wealth management report in Executive’s September issue). But those who made a smarter choice and came to Lebanon for their time of liberty from investment work could enjoy some great summer concerts and more stable weather.

When comparing Beirut and Bhamdoun’s reliable sunshine to Swiss conditions, our low 30s and zero rain made a convincing summer in contrast to 38 millimeters of precipitation in Geneva and almost double that in Zurich during week 33, not to mention daily “highs” that ranged below 20 degrees for most of the week in both Swiss cities.

From a markets perspective, there is an additional blood pressure benefit from vacationing in Beirut: even the most compulsive investor will have found it possible to resist the excitement of equities trading on the Beirut Stock Exchange, where total volume in week 33 reached some 305,000 shares. This was not only due to the fact that the trading week was cut to four days by an important holiday and the recent failures in agreeing on a new president, but also came as a result of Lebanon’s long term systemic need to upscale its capital markets.

Vis-à-vis the MENA summer lull, international markets reflected the growing unpredictability of geopolitical and economic conditions. In one example, soon-disputed Ukrainian claims of having hit a Russian military convoy in eastern Ukraine on August 15 led to short term falls in several Western stock markets. Temporary drops near 1 percent in the Dow Jones and DAX indices led to media reports of “shocks” and “tumbles.” From a wider perspective, reports on the return of volatility to US and European markets highlight that changing conditions offer new, albeit risky, opportunities in short/long bets.

August 18, 2014 0 comments
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Firefighting ships attempt to put out the fire on BP's Deepwater Horizon drilling unit in the Gulf of Mexico
The Buzz

Deficiency reigns

by Matt Nash August 18, 2014
written by Matt Nash

Lebanon suffers from “high” deficiencies of social and environmental baseline data as well as a “capacity deficiency within authorities,” according to the long-awaited strategic environmental assessment (SEA) related to potential oil and gas activities, recently published by the Lebanese Petroleum Administration.

More than two years after it was completed — and despite promises that it would be published in May 2013 — the LPA recently made the SEA available on its website. An SEA is a first step for evaluating and monitoring the environmental and social impact of oil and gas exploration and production — should commercially viable quantities of oil or gas be found. RPS Energy, part of UK consultancy RPS Group and author of the eight volume document, notes that more in depth environmental and social impact assessments should be completed by international oil and gas companies after exploration and production sharing contracts are signed but before any work begins.

The SEA notes that a lack of data covering Lebanon’s offshore waters is “alarming in the context of a developing oil and gas industry. Surveys of the bio-physical and socio-economic baseline conditions that record the conditions existing prior to any influence from the oil and gas industry are essential.”

Further, the SEA recommends that prior to any oil and gas activity, “legal protection is afforded” to 18 maritime protection areas along Lebanon’s coast that have been “identified and well-researched” by Lebanese academics.

As for potential oil spills in Lebanon’s coastal waters, the SEA provides several different models of what spills may look like, and suggests “the need for a National Contingency Plan covering oil spills in Lebanese waters.” An entire volume of the SEA is devoted to creating such a contingency plan, in part because “it can be unclear which ministerial body is responsible and accountable for which regulator sector, this is especially so in land related issues.” It is not clear whether the Lebanese government has followed up on these recommendations.

Similarly, RPS Energy reports that writing the document “was only partially successful” as one of the SEA’s primary purposes is to review the primary strategy for developing an oil and gas sector in Lebanon “in relation to plans and programmes from other government departments and ministries.” The company writes in the SEA’s introduction “[a]lthough plans and programmes were requested from the ministries consulted these were either not in a document format or unavailable. There was reluctance in many departments to discuss future plans as a culture of secrecy still exists.”

The SEA is available for download here, and Executive will be offering additional coverage of the document and its significance in the coming weeks.

August 18, 2014 0 comments
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Business

The East’s hour

by Yasser Akkaoui August 17, 2014
written by Yasser Akkaoui

Yves Meylan is the director of international retail for luxury Swiss watchmaker Jaeger-LeCoultre. Executive caught up with him to get the latest trends in high end watches, from design to the sales floor.

 

Tell me a little bit about yourself. Your job is a big responsibility during these very volatile times, especially since 2000, when most probably the luxury brands had to redefine their approach.

I am in charge of retail for the brands’ development of all our boutique networks. Today we have 65 boutiques around the world. We have seven in the Middle East. I am also in charge of the ‘after sales services’ which is another hot topic in the watch industry because all the watches that we sell, after three to five years, need to be serviced, you know, cleaned and such. So the more watches around the market, the more we will need watchmakers to train people to service them.

Jaeger-LeCoultre has been enjoying a very strong growth over the last ten years and we just finished our fiscal year in March. We are very positive and bullish for the future.

So basically all our indicators are green and moving forward.

 

Can you give us growth figures of the region?

I cannot because [Jaeger-LeCoultre’s parent company] Richemont Group discloses growth per region for the total business and growth per category. So if you go to the annual report of Richemont, you will see the jeweler maison or the watchmaking maison to which we belong but we have five or six brands with us and they don’t disclose per brand or segment to the public.

The watchmaking industry is a pretty secretive industry and this is the same for other groups.

 

What about shareholders, if they want to read information on the commercial performance?

You will get the performance results of the Richemont Group but not at the brand level.

 

So what have been the main global challenges that you have been facing?

A challenge, which is also a driver, is the strength of the Asian customers, especially the Chinese after what happened with China last year with the clampdown on corruption and gift giving. Maybe we are not the brand that was the most affected because we are not a gift brand, or not the brand the Chinese used to buy as gifts, but still we all suffered because suddenly China was not as booming as it has been for the past few years.

It is also a challenge because today you have Chinese everywhere. Maybe Lebanon is one of the few exceptions since you don’t have tourism because of the political situation and maybe you don’t have a lot of Chinese investors in Lebanon but if you go to Abu Dhabi, the hotels are pretty much relying on the Chinese and if you go to Dubai Mall, it’s Chinese everywhere.

So it’s a challenge in our boutiques and our retailers because they have to serve Chinese who have a different culture and it’s not the same as serving locals. So the whole luxury industry had to embrace how to deal with Chinese clients, how to recruit Chinese staff because if you don’t have Chinese speaking staff you might miss a sale: the whole business is around Chinese tourists.

 

Would it be fair to say that this Chinese phenomena, representing 50 percent of customers, is applicable worldwide or only to the UAE?

It’s worldwide. Probably less than 50 percent worldwide because in Europe you still have a lot of local customers and in Latin America you don’t have Chinese, so worldwide it’s not 50 percent. But we are starting to see Chinese everywhere in our boutiques.

Even in Saudi, we have Chinese and they’re not tourists but investors in telecom and construction who shop for themselves and for gifts when in Saudi to take advantage of the lower prices due to lower taxes.

 

Another market which interests me is the Japanese market which has been growing relatively faster than other parts of the world?

It was funny because the year of the tsunami, we thought the market would be dead for a long time and in fact you had this national effort with the idea to help consumption to help the businesses.

The Japanese market for us is underrepresented because it’s still a small market. But there is a lot of potential and even if the population is growing older, you also have Chinese coming to Japan even if the sentiment between them is not always good. Japan is a big influencer in Asia, along with Korea, and anything that is hot in these countries, the Chinese like it. So when you do good marketing in these countries, you also get the benefit in mainland China.

 

So how do you integrate this into your marketing or commercial strategy? Would Korean or Japanese stars become your brand ambassadors?

Unfortunately, we don’t have those big budgets that allow us to take the rising star in Korea and make it.

But, you know, we have been around for a 181 years and when we do a new model it takes from two to three years from the idea to the delivery so we cannot stay with the trends. It’s impossible: when you do a plastic watch you can say, “The trend for this season is green, let’s do a green watch,” but for us even when we identify the trend by the time we have developed the product, manufactured it and delivered it, the trend will be over.

So we don’t like to follow trends or to be on the edge of everything. We do classical watches, we do fine watches: we have a lot of ideas and let’s say that in the last ten years we really well identified what the market needs.

 

Speaking of that, ultra-thin movement watches from back in the 80s are back in style. Is this part of a trend?

Exactly, that’s the trend in the market. A few years ago, everything that was big was the ultimate cool but today its back to beautiful watchmaking, elegance and purity. You know sometimes you have excess periods and sometimes you go back to simplicity.

It is also the learning curve; when you wear a thin watch like this, it’s not a very highly recognizable watch. While it is quite expensive, if you wear it your friends will not say, “Wow! You have this much on your wrist … ” so it takes some education and some self-confidence for one to wear this.

 

What are the latest creations for Jaeger-LeCoultre?

If you take the ultimate in watchmaking, this year we introduced the Minute Repeater, which is the thinnest minute repeater watch ever made with a special tourbillon, only held from the bottom, which was never done. There are a lot of world premieres in this watch and its part of what we call the Hybris Mechanica collection, the grand complications and its number 11.

At the same time we revisited this Hybris Mechanica in an artistic way and presented eleven pieces which are called Hybris Artistica. We then combined what we believe is the best in watchmaking with enamel, gem-setting, engraving … all the methods that we have.

One of the key things of Jaeger-LeCoultre is that we are true manufactures with all the skills, so the best is to combine everything. We wanted to show that we are not just technical and when we put all our skills together we can make artistic things. But these are €2 million watches so they are the crème de la crème. They contribute to the margin but they are difficult to produce and market and we don’t have a higher margin on this when compared with other watches.

Reverso has continued to grow but we added the Master line which is taking the significant share of our business and we also introduced a lady’s line, Rendez-Vous, a new design which was done from scratch only for women with a very distinctive look which includes diamonds on the bezel and new complications for women.

Also being sold in the Middle East is the pink gold with the mother of pearl model of Rendez-Vous because it fits the taste and size of women here, while the smaller ones are sold in Asia.

So we have kind of rebalanced the brand which was, maybe ten years ago, 60 or 70 percent Reverso. Today it is much more balanced and we have an engine that works on many cylinders and not just one.

 

The last three years have been very difficult for Lebanon economically especially with the absence of tourism, yet you decided to keep your flagship shop and at the same time you added to it. How is this doing? What is going on in Lebanon knowing that it is too small to be on the charts?

That’s the strength of [Lebanese luxury merchant] Atamian, you know when the sea is going down you see who is good and who is not good. At Atamian they know very well how to treat their customers.

Maybe they had a lack of traffic but if you wait in your boutique and wait for people to come to you, it’s not going to work: this was maybe the job of the retailer ten years ago and might be the job in Dubai Mall which attracts millions of people but here Atamian works very well on their connection with the VIP people so that when there are Lebanese coming to visit they can grab them. They treat their customers and feed the loyalty: they are super active and that is the only way to keep the business running.

So we did a good job, it’s not super work but we were able to maintain our numbers and sell a few very important pieces which could compensate for the lack of volume. That is the strength of a local partner like Atamian and of course the brand is attractive.

 

Is Lebanon still the trendsetter of the Middle East or has the trendsetting positioning which we always had moved somewhere else in the region?

Honestly I wouldn’t be able to tell you and maybe we should ask the local team. But what I feel and understand is that all the locals in the Gulf used to have this habit of going to Beirut or Paris for the summer and now this is changing. They are changing their visited countries and they don’t have these habits anymore, everything is moving today. So I’m not sure Lebanon is still a trendsetter for watches, maybe for other products.

 

If I want to get a good deal on a LeCoultre where should I buy it from around the world?

Today, probably Dubai or Hong Kong but then I don’t know the discount they give but price positioning is good. For discounts, no one will beat the Lebanese like Sfeir or Arige.

 

Any finals words?

At Jaeger LeCoultre we have three emerging pillars and the Middle East is one of them, so we have a growth strategy for the region to increase our presence and are being bullish about it.

August 17, 2014 0 comments
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Business

Alien thinkers

by Thomas Schellen August 14, 2014
written by Thomas Schellen

In consumer fiction, everybody and their sibling nowadays writes novels that project human drama into the space of zombie-werewolf-vampire-x-men-viral-divergent dystopias. About time that someone applies the motif of aliens to economic drama and explains to humble earth dwellers how alien thinking can deliver benefits to, or even save, business organizations.

Infusing an ‘alien’ mindset into the DNA of corporate decisionmaking is the self-chosen mission of a collective of business scholars in Switzerland who found in their teaching and consulting work that many corporate decisionmakers experience innovation as a “very difficult journey” and “are stuck because they are complacent,” according to scholars Theo Peridis and Michael Wade.

The genre of leadership books often, and with mistaken romanticism, portrays successful innovators as superhero figures, under a notion that “being innovative requires special talents that are given to a few ‘elect people’,” says Cyril Bouquet, a French–Canadian expert on strategy and management.

The alien thinking approach, which he authored together with Peridis, Wade and two colleagues, counters this perception by asserting a nothing-is-impossible message. Alien thinking, says Bouquet, “starts right now with you. It is first an individual process, and then an attitude that can be taken to the level of the collective.”

[pullquote]“We wanted to be disruptive in using the image of an alien. People are blinded by what they see every day”[/pullquote]

Executive had the exclusive opportunity to converse with Bouquet, Peridis and Wade about their prescriptions for out-of-this-world organizational success. Interviewing the three, we discovered that preparations for a full-fledged systemic penetration of the business world with alien thinking are in full swing, and have advanced to a point where a planned planetary invasion is less than a year away.

But this is no cause for hitting the corporate homeland defense button. Apart from aiming to alter human behavior, the collective presents itself, and their signature alien, as so benevolent that it makes Steven Spielberg’s E.T. look intimidating. This impression was reinforced by the uber-calm location of the interview encounter in Lausanne, on the northern shore of Lac Léman. This lair of aspirations to penetrate the world with new leadership formulas is known as IMD, the private business school where Bouquet and his colleagues are professors.

Seeking to draw attention to their concept, the professors picked ‘alien’ as a deliberate metaphor for the ability “to think differently and accomplish great things,” says Peridis. “We wanted to be disruptive in using the image of an alien. People are blinded by what they see every day,” says Wade, who for his part defines the alien message as: “You can do it and here is how.”

Sound like a one-word prescription for a new-age confidence pill? The authors have also made the term into a backronym, codifying A.L.I.E.N. as a set of five behavior models: an anthropologist, a lateral thinker, an imaginator, an experimenter and a navigator.

Each of the five terms describes a specific behavior that can be adopted and habituated. A corporate manager who thinks like an anthropologist seeks direct and close interaction with the consumer, and goes beyond the analyses provided by others. The lateral thinker seeks to obtain inspirations from other domains than their own and hunts for ideas in unusual places. The imaginator (a neologism employed in the group’s presentations) has an eagerness to learn and retains a quality of ‘thinking like a kid’. The experimenter uses iteration to reach a solution, relying on trial and error in the knowledge that perfect solutions cannot be produced ex ante. The navigator exhibits persistence in negotiating the obstacles and pressures that arise when one seeks to establish an organization that allows people to look at the world differently.

[pullquote]If you look at all the books on innovation you could almost say that Aristotle invented all the concepts that we talk about”[/pullquote]

The joint objective of all five behaviors is the creation of a broad perspective that helps corporate decisionmakers “turn blind spots into bright spots.” In presenting their concept in a recent weeklong program at IMD to more than 50 managers and decisionmakers, Bouquet and his colleagues used an exhaustive palette of teaching methods. They involved business case studies, evidence from behavioral experiments, visual testimonies by innovators, hands-on group exercises such as the assembly of a puzzle, ad hoc discussion groups, narratives by external presenters and a Tesla electric supercar, all to demonstrate bits of alien thinking.

Old concepts, newly prescriptive 

Many of the examples and all the underlying recipes for innovativeness are not new. The metaphor of the alien was used by futurist Edie Weiner in a 2005 book titled “FutureThink,” Bouquet explains, and all those disruptive ideas on innovation go way back. “A lot of those ideas have been true for a very long time and various people have written about these ideas. If you look at all the books on innovation you could almost say that Aristotle invented all the concepts that we talk about,” he concedes.

It is of course a matter of choice if one perceives such presentations as iterations of old knowledge in new clothes or as timely deliveries of timeless management principles. The overall environment of an elite private business school — with all possible associations of the term elite — unmistakably leans more to supporting approaches that emphasize the can-do. Endless and desperate scrutiny of one’s own ideas is not what professors in executive education get hired for.

The environmental message may actually lean to the opposite. When one can influence outcomes in competitive settings — and business schools operate in an extremely competitive environment — it can be more productive to have high confidence and err by taking action than by refraining from action, as another IMD professor, Phil Rosenzweig, wrote in a recent book.

The authors of the alien formula thus exhibit no serious self-doubt about their concoction of five concepts. What distinguishes their concepts from all the others ever preached is, according to Wade, that their approach “is not just descriptive; it is prescriptive and actually showing how.” Bouquet elaborates further that they present “a holistic system” of ideas that “can support a systematic process of innovation.”

To stage the invasion of the business world with their prescriptive mindset in the coming year, the collective is working on a book whose publication is planned for March or April 2015. With novelty appeal, a mainstream orientation and an affordable price tag, Bouquet estimates that the book could generate interesting conversations for about two years. He plans to contribute blogs and articles on alien thinking to journals such as Harvard Business Review. 

[pullquote]“Thinking out of the box is a cliché, but it is amazing how few people can think out of the box”[/pullquote]

Lecturing on leadership and authoring an aspiring book on how to innovate and overcome blind spots in business does not produce immunity to having blind spots, the three academics acknowledge. Everyone has blind spots and is by definition not aware of them, Bouquet says, but seems to see no point in obsessing over their existence. “The interesting thing about the book is that it is not so important to discover your own blind spots. But I think this is more about forcing you to think about the general philosophy of life,” he elaborates.

One blind spot that the group discovered in their pursuit was that as academics, they had a defined notion of writing a book in a conventional way with a clear plan and predefined structure, Peridis chimes in. But this approach did not capture everything, and so they stepped back and said they needed to do things differently.

In seeking to expand on the book’s content, add new examples and capture what ideas resonate best with their audience, the professors — none of whom fits any stereotypes of dusty academics — thus resorted to interviewing participants in their program. They also aim to create further reach via IMD programs and, according to Peridis, by developing an online community and specific conversations.

When asked how they might be able to avoid that their alien thinking approach will over time become just another buzz phrase, like the exhausted ‘thinking outside the box,’ Peridis goes pensive. “Thinking out of the box is a cliché, but it is amazing how few people can think out of the box,” he muses. “It is not an easy journey; it requires change and if you are taken by the hand, you have better chances of succeeding.”

No one can predict whether the term ‘alien thinking’ will plague us as another hollow buzz word after the novelty and meaningful discussion cycles have run their course. But one thing is clear: this collective is keen on what Bouquet calls “the importance of looking at the world differently if you are trying to create a future and not just be a passenger in it.” Of course, if you can sell a few books along the way, better for you.

August 14, 2014 0 comments
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Reclaiming Beirut’s shared spaces

by Mona Fawaz August 14, 2014
written by Mona Fawaz

[pullquote]Do you wonder why an iconic national symbol such as the Pigeon Rocks in Raouche and its natural surroundings can be forever transformed through the decisions of private developers?[/pullquote]

Have you ever asked yourself why property prices are so high in Lebanon? Why Beirut homes are prohibitively expensive for at least 90 percent of the city’s daily users who cannot dream of ever claiming an address in its quarters? Have you wondered why Barcelona, Marseille, Nice or Limassol display miles of public beaches accessible to all dwellers and visitors while in Beirut, the last 100 meters of so-called public beach is privately held and, in fact, currently under negotiation for the municipality to purchase, we are told, at a meager $18 million or so? Do you wonder why an iconic national symbol such as the Pigeon Rocks in Raouche and its natural surroundings can be forever transformed through the decisions of private developers? Do you buy the idea that the laws of supply and demand are regulated by some supernatural hand that sets the price of a built square meter of land in Beirut at several thousand dollars? Indeed, could that be why the residents of Lebanon’s cities and countryside find it increasingly impossible to secure not only shelter, but also recreational areas and communal spaces? Are they just bought out by other, more deserving actors? No, they surely are not.

In these few lines, two frameworks will be developed to think through these questions and derive strategies from each to move beyond the current crisis: first, market prices are highly determined by regulatory and social institutions and second, public claims should extend far beyond what is earmarked as ‘public’ property.

Determining price

Like any other good exchanged on the market, the price of land — and housing — is highly determined by the legal and social frameworks in which exchanges occur.

In order to understand why property prices have risen as they have over the past decades, we have to look first at the regulatory and institutional frameworks in which these exchanges occur. A quick review of the taxation systems and incentives that organize property transactions indicates that while efforts were deployed to facilitate property exchanges in the 1990s through the digitization of the land registry, very little was done to curtail the widespread speculative practices that dominate the real estate sector.

[pullquote]Very little was done to curtail the widespread speculative practices that dominate the real estate sector[/pullquote]

On the contrary, a whole set of policies and administrative practices allows developers and speculators to evade taxes. These taxes are set well below international benchmarks, preventing the profits reaped by the real estate development sector from benefiting the community at large.

To take one simple example, a developer whose project overlooks the Horsh Beirut park or the seafront may charge his clients a hefty premium for this view, but they are not cumbered by any charges for these public amenities. The developer has also no requirement to produce affordable housing or any shared or communal facilities when they build in the city, as they are required to do elsewhere. In sum, a developer is encouraged to target the most lucrative segments of the market, allowing for narrow individual profit maximizing strategies to guide building investments in the city.

We also have to recognize that supply and demand curves are socially constructed, which means that they are derived from particular social and economic choices made by social agents. Recent market studies indicate that real estate demand stems from Lebanese expatriates and other well heeled buyers looking for long-term secure investments in the country. Despite the flagrant need to balance this demand for placing capital, at least partially, with the more immediate needs of those who look for shelter, no policy is taken to curtail the long-term speculative intentions of investors. To the contrary, an entire advertising industry supplements their financial interests with constructed ‘private’ ideas of ‘exclusion’, ‘luxury’ and ‘safe living’ that are consistently pegged to highly segregated housing models. In sum, developments that drive prices up are desirable for the city.

Given that land is not just another commodity — not only because its supply is naturally limited but also because it holds a special social value due to its role as shelter — the framework organizing its exchange is expected to reflect this special nature. Here too policies have lagged behind. While developers in many US cities, for example, are required to secure a percentage of affordable housing in every building development they produce and frequently negotiate the right to build in exchange for the provision of public amenities such as playgrounds and community pools, no such provision is even considered in Lebanon. Despite the urgency of the housing crisis and the dearth of communal amenities throughout the country — with Beirut meeting only one tenth of the World Health Organization minimum required open areas per capita — neither the municipality nor other public planning agencies have revised the regulatory framework to meet social needs.

These trends are, however, reversible. It was only after the second world war that northern European countries socialized the profit reaped by land development. These countries have heavily taxed all land developments and building rights and reinvested their profits in public amenities in ways that have made their cities routinely recognized as the most livable around the globe. And if Europe is too high a benchmark, we may instead look in the direction of Brazil, where revised forms of property taxation, introduced in 1991 through the City Statute, have socialized the meaning of land and ushered in the possibility of reversing decades of speculative building developments through the introduction of progressive taxation systems. Now studied in planning schools around the globe and emulated in other national contexts, the Brazilian City Statute shows that property taxation is not only desirable, but also necessary for building more inclusive cities. Those interested in more affordable housing and better public spaces should be looking in the direction of public regulators rather than relying on mere incentives for developers. 

Hence, the fact that land prices are so prohibitively expensive as to rule out the possibility of both affordable housing and public spaces is the result of specific, clearly identified and reversible policies. To change them would require the type of political will sustained by social mobilizations of the type witnessed in Brazil throughout the 1980s. While we may not be there yet, a growing number of civic organizations are working in this direction and we may have to look toward them, rather than toward corrupt political classes, to achieve change.

Rethinking public vs. private

This, however, is not enough. We also need to restore the value of the ‘shared’ in our cities. To own land is not to disembed it from its socio-spatial context and decide alone on its development.

[pullquote]To own land is not to disembed it from its socio-spatial context and decide alone on its development[/pullquote]

A common explanation for the absence of playgrounds, parks and other shared facilities — as much as for the deterioration of our built and natural heritage — is that most properties in Beirut are ‘privately held.’ Given that land is very expensive, it is prohibitive for public authorities to expropriate areas for the development of parks and other shared amenities.

To counter this point, a critique of the too easily accepted conception of private property as full dominion is needed. This is deeply rooted in the revival of 18th century liberal thought, mostly associated with John Locke or William Blackstone who at the time advocated for an understanding of the natural and built environment as necessarily propertied. This conception depicts urban and natural landscape as the sum of individually claimed parcels each labeled as ‘private’ or ‘public,’ the latter reporting to the authority of the state. Numerous critics — starting with Marx and Proudhon in the 18th century, but since then with a whole body of literature in contemporary critical legal theory and geography — have decried this reductive understanding of the landscape, most importantly because urban space simply cannot be reduced to a collection of individual claims. Indeed, there are numerous other ways of making claims over space and many other forms in which people have historically owned land.

Through this representation, however, it becomes possible to clearly delineate each land parcel, to define its boundaries and associate it with a recognizable claimant or owner who has the prerogative to include others or exclude them from the property or dispose of it as he wishes. As a result, the city can be understood as an amalgamation of propertied parcels, each with a clear claimant — and most of them private. Also, when a property is labeled as ‘private,’ the derived common sense of this representation is that it is the sole concern of its private owner to decide what to do with the land and the public has no influence about its uses and functions.

So normalized is this understanding of property in Lebanon that it has become common sense for most city dwellers to think that if a piece of land is privately held, others have nothing to do with it. Thus, responding to my outrage at the fence that recently closed off Dalieh, a large seafront area of Raouche, an acquaintance shrugged her shoulders, stating that this property is privately held and its owners have paid the market price. A clear slippage occurs here: because the property is privately held, it is assumed that the property holder can exclude others from its use and the owner can build it as he wishes.

[pullquote]The individual title holder is constrained in his enjoyment of property by the rights of the community[/pullquote]

This assumption doesn’t stand the test of reality. Indeed, although it may have been privately held (at least since the French mandate abolished communal property rights, musha‘, in Arabic) the seafront of Beirut has in practice been a shared recreational space for over a century. This is sanctioned in scores of legal texts that had enshrined the role of Beirut’s seafront as public or shared recreational space, however its property is tagged.

Starting with the first property records established under Ottoman rule and extending through the French mandate as well as jurisdictions later adopted by Lebanese authorities, a public right is recognized to the city’s seafront, one that secures visual and physical access for city residents to the sea and largely forbids building in these areas. In other words, a public right is upheld over these properties, one that recognizes that the individual title holder is constrained in his enjoyment of property by the rights of the community. The community also holds a claim over this property — even if it doesn’t legally hold a property title.

The community first

This may be difficult to grasp with a background of supremacy of private property, particularly as several more recent regulations have begun to erode the legal basis of this claim. These are in fact the same forms of claims that we, as urban planners and designers, use in order to dictate land uses in the master plans we adopt to organize cities, improve their livability and protect waterways and natural landscapes. Such restrictions are also widely used to protect heritage buildings in order to preserve the community’s identity and pass it on to future generations — even if the building is privately held.

In all these forms of land use and planning restrictions, we recognize the entitlement of the community over the individual property holder and maintain that a just balance has to be struck between those who want to enjoy the land they have bought and the price incurred by the community due to their enjoyment. These rights are clearly enshrined in planning tools that provide the regulator with numerous strategies to protect the public.

[pullquote]Beirut’s current conditions, its prohibitive prices and the dearth of public amenities, are neither inevitable nor irreversible[/pullquote]

In short, whether privately owned or not, many city spaces have been used as shared spaces for decades, and all city spaces are subject to restrictions imposed by the community as a basic prerequisite to protect the city’s livability. A wide array of planning tools — such as master plan regulations, building regulations and preservation measures — have enshrined this right and maintained it for decades. To accept the full dominion of private owners over any land is a dangerously reductive proposal that risks taking us back to the days when only private landholders were eligible to voice vision and concerns. Surely our understanding of democracy and the right to the city have evolved — and we need to extend them in our conception of who owns the city and who can claim it, live in it and speak about it.

Beirut’s current conditions, its prohibitive prices and the dearth of public amenities, are neither inevitable nor irreversible. To change the tides, it is imperative to reconsider the way we have conceived of property and the property market, and move toward one which prioritizes the rights of the collective over those of individual property holders.

August 14, 2014 0 comments
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Since its first edition emerged on the newsstands in 1999, Executive Magazine has been dedicated to providing its readers with the most up-to-date local and regional business news. Executive is a monthly business magazine that offers readers in-depth analyses on the Lebanese world of commerce, covering all the major sectors – from banking, finance, and insurance to technology, tourism, hospitality, media, and retail.

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