The Ashes is regularly described as “one of the oldest rivalries in sport” – a phrase to get the blood running for English and Australian cricket fans as the latest series gets under way. But could the competitive edge that makes the Test matches so exciting lead to unethical behaviour on and off the field? It seems so.
Academics exploring the difference between healthy competition and sometimes unhealthy rivalry suggest that the latter is “associated with increased Machiavellianism, over-reporting of performance, willingness to employ unethical negotiation tactics, and unsportsmanlike behavior”.
Ben van Beurden’s elevation to chief executive of Royal Dutch Shell doesn’t look that surprising to me. Granted, he wasn’t in the list of frontrunners, but a 55-year-old white Dutch male who has spent the past 30 years at the company is hardly a leftfield appointment.
When Huawei’s new handset manufacturing complex opens in 2016 at Songshan Lake in southern China, it will include a building modelled on Krakow’s Wawel Castle. The former Polish royal residence was preferred over proposals based on other European beauty spots including the palace of Versailles, Granada’s Alhambra and Windermere in the English Lake District. That a fast-growing telecoms group should draw inspiration for the next phase of its assault on the 21st-century global phone market from a 16th-century castle is not as strange as it sounds.
After the 2008 financial crisis, the banking industry initially acted like a cartoon character who shoots over a cliff-edge at high speed and keeps going for a while before falling. Five years on, they are lying on the ground – and will never be allowed to return to their fast-paced ways.
A couple of weeks ago, I wrote that tech entrepreneurs are the new rock stars. Andrew Mason, ousted chief executive of online deals site Groupon, may have taken the comparison to heart.
On Monday, Mr Mason, who was sacked from the company he co-founded in February, released Hardly Workin’. The album, he writes on his blog, is “of music to help people get ahead in the workplace” and “pulls some of the most important learnings from my years at the helm of one of the fastest growing businesses in history, and packages them as music”.
While Mr Mason’s effort may be post-Groupon, there is a long (and dubious) history of employees taking to song to express their love for stakeholders, customers and the company they work for.
Industries are in flux. Google’s driverless cars are waiting at the intersection of internal combustion and search engines. Payment companies such as M-Pesa, Stripe and PayPal are testing the locks on banks’ safe deposit boxes. Samsung, Apple and Google’s Android have put BlackBerry and Nokia on hold. If you are the chief executive of a carmaker, financial institution or mobile phone maker and you are not yet worrying about the blurred edges of what was once a clearly demarcated border between sectors, you are lost.
By buying Siemens out of their telecommunications network joint venture, Nokia has strengthened the part of its business that is doing relatively well. But it does little to stop the rise of China within the industry.
The telecoms network industry is under extreme margin pressure and Huawei and ZTE, the two Chinese competitors, continue to expand their share. Meanwhile, both Nokia and Alcatel-Lucent have struggled.