Some years ago, the British comedian and Monty Python member, John Cleese participated in a series of sales and management training videos. To this day, I still laugh remembering one of them, “How Not to Exhibit Yourself.” “How Not to Exhibit Yourself” focuses on trade show behavior and particularly how to effectively connect with potential customers, but in my mind, the humorous lessons offered by Cleese could just as easily apply to networking with people in general. My key point in this post is that regardless whatever field you work, your ability and skill in relating to people and communicating effectively will be crucial to your success.
Many know the name Kaspersky well. Others may only dimly recognize the brand name. Its anti-virus and Internet security software has been around for years in computer stores and OEM’d with computer systems. More than a year ago, I became concerned about what I was learning about Kaspersky Lab and its headquarters in Moscow, I began asking myself hypothetical rhetorical questions. What if Kaspersky was quietly working with the Russian FSB? What if Kaspersky had installed a sleeping Trojan Horse in millions of copies of its consumer computer security software? I was a user of Kaspersky Lab cybersecurity software myself. I knew that it was rated very highly by the tech journals. I liked its elegance and simplicity compared with other competitor products from U.S. based companies like Symantec and McAffee. Nevertheless, as the Russian hacking of the 2016 election became an ever-larger issue, I decided to pull the plug on Kaspersky because of my fears, though there was no direct evidence of collusion between Kaspersky and the Kremlin at that time, wiped my system clean, and installed another competitor product.
For over a year now I have blogged here about the red flags flying about Travis Kalanick and Uber. Many investigative articles have been published over this time, in the New York Times and other publications, which have raised disturbing questions about Uber, Kalanick and some members of his team. The Board of Directors has finally taken action but it feels like its a day late and a dollar short. Why did it take so long? I have bluntly used the epithet that “Uber is Trump,” but now on reflection, it is more apt to describe Uber as Enron the sequel, and “deja vu all over again.” Remember the audio of two Enron electricity traders laughing about “screwing grandma?” That is Uber.
As Fareed Zakaria has pointed out this week in the Washington Post and on CNN GPS, we now have a Trump foreign policy doctrine, and it is not reassuring for the World. Obviously heavily influenced by Bannon, who many had thought had been relegated to backseat status by McMaster, we have been fooled again. As Trump demonstrates his RealPolitik admiration for authoritarians like Putin, Xi Jinping, Erdogan, and Duterte, more sinister scenarios begin to crystallize. Trump’s speech justifying the withdrawal of the United States from the COP21 Paris Climate Change Agreement is a frightening exposition of this new Trump Doctrine. It is Trump thumbing his nose at the World. It is the United States against the World, led by a coterie of plutocrats and their money. The reality is that the evidence points to an ongoing seizure of executive power by Trump that destroys our Constitution in the name of our national security. The question is what we can do about it.
Reading this article today, I am dumbfounded that Anbang managed to get this far in the purchase of B.C. commercial real-estate without red flags going up. This mysterious Chinese company, Anbang Insurance Group has attracted the attention of The New York Times, The Wall Street Journal, Forbes, Fortune Magazine, and government authorities in the United States and other countries. A months-long investigation by the New York Times revealed an extremely opaque structure, empty offices, obscure shareholders, and extensive political connections to the Chinese elite. Anbang has all the earmarks of Chinese money laundering, corruption at the highest levels, and mysterious shell companies. It is a cautionary tale for Canadian authorities fretting over foreign real-estate buyers and skyrocketing real-estate prices.
The global agribusiness industry has recently seen a feeding frenzy of merger and acquisition activity. The announcement this week of Bayer’s proposed purchase of Monsanto after months of difficult negotiation is only one among other such industry consolidation deals. Dow Chemical and DuPont agreed last year to merge their crop science businesses, a deal currently under Justice Department review. Canadian fertilizer companies Potash Corp. and Agrium also agreed to merge this week. Finally, Swiss pesticide giant Syngenta AG agreed to a $43 billion takeover by China National Chemical Corp., a state-owned conglomerate that already sells generic agricultural chemicals. The bigger picture suggests severely reduced competition, higher prices for farmers and consumers, and increased global corporate control of crop seeds, particularly GMO’s. So what is going on here?
A mysterious Chinese company, Anbang Insurance Group has attracted the attention of The New York Times, The Wall Street Journal, Forbes, Fortune Magazine, and government authorities in the United States and other countries. The cause of the scrutiny has been Anbang’s sudden involvement in a number of massive multi-billion dollar real estate investments around the World. Formed in 2004, Anbang apparently holds assets worth at least $295 Billion, but a months-long investigation by the New York Times has revealed an extremely opaque structure, empty offices, obscure shareholders, and extensive political connections to the Chinese elite. Analysis of Anbang and its operations holds a potential lesson for Canadian authorities fretting over foreign buyers and skyrocketing real-estate prices.