- cypherpunks - lists.cpunks.org

Jamie Dimon Plans to Visit Taiwan After High-Profile China Trip
by Gunnar Larson 02 Jun '23

02 Jun '23

JPMorgan Chase & Co. (JPM) Chief Executive Officer Jamie Dimon is planning to visit Taiwan after wrapping up his high-profile trip to China, navigating a politically sensitive region at a time of heightened tensions between Beijing and Washington. Jamie Dimon Plans to Visit Taiwan After High-Profile China Trip https://www.bloomberg.com/news/articles/2023-06-02/jamie-dimon-plans-to-vis…

1 0

[ot][spam][crazy] drafts of clear calls for help
by Undescribed Horrific Abuse, One Victim & Survivor of Many 02 Jun '23

02 Jun '23

draft #1A: i have a dissociated part that prevents me from doing anything at all, and i badly need help with this to live a life again.

1 1

Vitalik Buterin's bad decisions condemn him to Roko's Basilisk
by professor rat 02 Jun '23

02 Jun '23

Buttface has been rejecting cryptoanarchism for almost a decade now - an eternity in net years - this has manifested itself with his vain and foolish casting about for discredited alternatives ( Holocracy, Futarchy, type garbage ) More recently he's been talking up nonsense on stilts called ' Net State ". Clearly this will end badly for him - even if he manages to upload his miserable lily ass. A literal eternity awaits him with regular reminders of what a depraved, evil, Kochsucking moron he was when he could have actually made a small difference. Endless torture Buttface - be careful what alignment you wish for.

1 0

Anarchy in Armenia
by professor rat 02 Jun '23

02 Jun '23

After the collapse of the Soviet Union, anarchism once again became a political force in Armenia. As anti-authoritarians stepped out into a new environment of political openness, things once again began to look brighter. . . . " https://anarchistnews.org/content/anarchists-electric-yerevan Reposts not highly addictive fatty sugar-hits and clickbait

1 0

Today there are more than a hundred anarchists fighting in Ukraine
by professor rat 02 Jun '23

02 Jun '23

From Pramen Прамень30.05.202330.05.2023 For many years the anarchist movement in Belarus, Russia, and Ukraine has participated in major political events with varying degrees of success. Maidan in Ukraine, protests against slavery and 2020 in Belarus, actions in Russia – wherever the struggle against authoritarianism began, anarchists were at the forefront. The same situation developed when Russia began its full-scale invasion of Ukraine. Many comrades from various parts of the former Soviet Union took up arms to fight against Putin’s inhumane regime. Today there are more than a hundred anarchists and anti-fascists fighting in Ukraine . . . " https://mail.yahoo.com/d/compose/6093490815?.intl=au&.lang=en-AU Reposts for crypto-munitions over nuclear weapons

1 0

Austro-libertarian morons are rewiring nationalist fascism using Btc
by professor rat 02 Jun '23

02 Jun '23

Those who don't recall the violent fascist history of 1934 Vienna, Austria and 1973 Santiago, Chile may be forced to repeat it. Bitcoin fanatics in El Salvador are celebrating repeating the violent fascist history of Austro-libertarianism. They want Satoshi and San Salvador to join Mises Vienna and Hayek's Santiago. In a time of dawning cryptoanarchism giving mouth-to-arse resuscitation to to the nation state - or any state - looks like suicide. So please don't interrupt our enemies ( Ohai Semich ) while they're making fatal errors. Thank youse.

1 0

[ot][spam][crazy][log] nvc blips and bubbles
by Undescribed Horrific Abuse, One Victim & Survivor of Many 02 Jun '23

02 Jun '23

maybe i can use my pressure balances to make steps on nonviolent communication and a language model bot ideas include “talking nice” and “learning ai” and “moving concepts near those of people who care”

1 3

Moral Hazard – It's Not Just For Insurance Anymore - Financial Services - United States
by Gunnar Larson 01 Jun '23

01 Jun '23

It's an overlooked driver of new product introduction failures. Somewhere between 50% and 90% of new consumer products launches fail, depending on the methodology. Regardless of the weighting given to revenue and profit targets, growth, and other determinants to arrive at the number, the rate of new product introduction failure in consumer products is unacceptably high. It's not hard to find notable examples of new product introduction failures: Pepsi's Frito-Lay Lemonade Kellogg's Jolly Rancher Pop-Tarts; Pepsi's Tropicana Essential Pro-Biotics; and Kraft Heinz's Frosted Salad Dressing. Perhaps some of these products weren't designed to last forever, but they involve costly changes to formulas and features that go into new product development (NPD) launches, and downstream activities like packaging, marketing, and sell-in. Line extensions, while less expensive, also involve costs in these areas. When sales fall short, there are rightly questions about why, and who might be held accountable. Typical explanations include the inherent difficulty in getting innovation right, ideation that fails to reflect the right set of market, customer, and consumer insights, failure to live up to the brand promise, and sub-optimal launch strategies. Moral hazard is an often overlooked root cause of poor new product development performance. It occurs when the incentives and responsibilities for launching new products are not aligned with accountabilities. In our experience, there are three main drivers of moral hazard: Incentives that over-emphasize the quantity of NPD projects vs. profit or probability of success Sidelining finance and gaming financial hurdles Ignoring R&D and engineering capacity constraints and overloading innovation pipelines Let's unpack each of these. 1. Incentives tied to quantity of new products In the drive to hit ambitious top-down growth targets, companies often use innovation as a plug whether or not there's an innovation pipeline in place to realistically deliver those numbers. This can lead to lots of hastily conceived projects. This approach has an array of shortcomings: The forecast accuracy of NPD is not measured. In our experience, there is generally a 50% drop in forecast revenue between the time a product is approved to go into the NPD pipeline (generally 6-18 months before launch) and the final demand plan forecast (about two months before launch). After launch, most products underperform even these lowered demand forecasts. Limited downside for high failure rates. In many companies the hit rate of new products is not measured and is seldom utilized as a KPI. Those responsible for innovation are often appraised according to the amount of overall innovation activity and do not experience a downside when this activity falls short of forecast results. Marketing/Sales talent mix and focus skewed toward "glamorous" new product introduction versus more technical drivers of value. The skills and activities oriented to new product launches (e.g., consumer/customer/marketing research, customer negotiation, product positioning, promotion strategy and tactics) are often prioritized over other, perhaps more tedious, drivers of value such as price-pack architecture, off-invoice deductions, or auditing in-store merchandizing. But the latter activities are often more critical than new products in driving brand performance. 2. Sidelining finance and gaming financial hurdles In many companies, the finance team is not given adequate chance to act as a check-and-balance in the NPD process. Key contributors to this issue include: A minimal role for the chief financial officer (or head of FP&A). The chief marketing, growth, or innovation officer is often responsible for what goes into and comes out of the innovation pipeline, with limited opportunity for the CFO to challenge the underlying assumptions and soundness of business cases. Lack of rigor in business cases. To get into the NPD pipeline, a concept typically needs to meet certain thresholds based on forecast financial performance. These thresholds could be minimum volumes, revenue or margin dollars, or some target return on investment. Too often, rather than discard ideas that do not meet these thresholds, teams work to match their assumptions to these minimums, not because they believe they can hit these targets, but to ensure their favored project gets developed and launched. Stage gates are not effective. It can be difficult to spot teams who are gaming financial hurdles, as many NPD processes have very low standards of proof to support business-case assumptions, particularly earlier in the innovation funnel – and overly rosy assumptions prevail all too often and do not undergo sufficient financial scrutiny. 3. Lack of prioritization/ignoring R&D and engineering capacity constraints Overloading the pipeline is a common culprit when innovation fails. Oftentimes companies load too many projects into the pipeline, leading to bottlenecks, delays, and poorly executed projects. This leads to products missing their forecast launch windows (a critical failure in the eyes of retail customers with specific shelf-reset windows), poorly developed products that don't deliver the benefits they were intended to, and higher product costs that drive profitability lower than expected or lead to pricing at higher rates than initially conceived. In AlixPartners' experience there are remedies for each of these drivers of moral hazard: Re-orient incentives. Define a clear, measurable financial definition of success (our recommendation: the percentage of new product introductions that meet their forecasted profit targets), enforce materiality thresholds, build KPIs around the hit rate of new products, and ensure that the individuals and teams that have responsibility for conceiving and approving new product launches are accountable for the results. Increase financial rigor early in the NPD process. Including the CFO or other senior finance executives in the process from the outset enhances the fidelity of financial commitments. Minimum standards of proof to support business case assumptions (e.g., requiring evidence from prior launches) can provide the basis for meaningful debates and drive better NPD decisions. Ruthlessly prioritize NPD projects. Measure the capacity of available R&D, engineering, testing, and manufacturing resources. Force-rank innovation projects by importance and do not exceed the number of available R&D and engineering hours. Ensure focus on the most material and highest-potential projects and maximize the chances they will be developed on-time and on-quality. Successful innovation is inherently difficult and risky – and critical to success. Addressing the often misunderstood moral hazard issues incumbent to many current NPD processes can greatly improve the odds of launching new products that provide meaningful, incremental lift to both revenues and profits. https://www.mondaq.com/unitedstates/financial-services/1323792/moral-hazard…

1 0

What Every Multinational Company Should Know About … Anti-Corruption - White Collar Crime, Anti-Corruption & Fraud - United States
by Gunnar Larson 01 Jun '23

01 Jun '23

What about the $100M Coinbase compliance deal? We stil are not getting any answers from NY-DFS on this and it would appear that the Superintendent is an attorney, formerly of a firm who represents Coinbase. xNY.io has dreams of being a New York State digital asset exchange show horse. We have a whole conflicts folder and everything... ---- What Areas Present Anti-Corruption Risks for My Company? Ineffective oversight of third parties interacting with government officials is a major driver of anti-corruption enforcement actions. Companies that employ consultants, agents, and distributors; that rely on a distribution or franchise model; or that maintain non-U.S. joint ventures are at especially high risk, especially if they engage third parties to obtain government permits, licenses, or otherwise have frequent contact with government officials. The presence of many State-Owned Enterprises (SOEs) in China and developing countries raises FCPA concerns, as even SOEs operating as ordinary commercial entities trigger FCPA requirements, as every employee is treated as a government official under the FCPA. In the M&A space, the DOJ and SEC have been aggressively asserting claims against acquiring companies, often using theories of successor liability, for pre-merger conduct of their targets that violated the FCPA. The DOJ and SEC have emphasized the need to conduct regular anti-corruption compliance risk assessments, particularly after events that could significantly impact business operations such as the global COVID-19 pandemic, entrance into new markets, or a corporate acquisition. Such events generally introduce new, expanded, or revised internal controls; increased governmental interactions; new employees; unique jurisdictional requirements; or new business partners and third-party relationships, each of which may present novel or heightened anti-corruption risks. Global cooperation and coordination between U.S. and foreign enforcement agencies has increased appreciably, with countries often sharing information (as well as simultaneously imposing fines and penalties). https://www.mondaq.com/unitedstates/white-collar-crime-anti-corruption--fra…

1 0

Wall Street Banks Are Using AI to Rewire the World of Finance
by Gunnar Larson 01 Jun '23

01 Jun '23

Deutsche Bank AG (DBK) is using artificial intelligence to scan wealthy client portfolios. ING Group NV (INGA) is screening for potential defaulters. Morgan Stanley (MS) says its bankers are “experimenting” in a “safe and contained environment.” Meanwhile, JPMorgan Chase & Co. (JPM) is hoovering up talent, advertising for more AI roles than any of its rivals. Wall Street Banks Are Using AI to Rewire the World of Finance https://www.bloomberg.com/news/features/2023-05-31/jpmorgan-s-push-into-fin…

1 0