Buffet did what??

DFN: I think its a good sign that so many companies are choosing this time to buy other companies. Yet another sign, since ‘reasonable’ prices seem to be being paid, that the economy is at / near an inflection point.

The Ticker
Instant analysis: Why Buffett spent $34 billion to buy a railroad
By Frank Ahrens | November 3, 2009; 1:05 PM ET
http://voices.washingtonpost.com/economy-watch/2009/11/instant_analysis_buffett_buys.html?hpid=topnews

As I’ve written before, super-investor and world’s second-richest man Warren Buffett invests like an 8-year-old boy in the 1950s: He either owns outright or has big stakes in Coca-Cola, Dairy Queen and candy and chewing gum giant Wrigley, which bought M&M-maker Mars last year.

Today, Buffett completed his train set, offering a big premium of $100 per share to buy the remaining 78 percent of Burlington Northern Santa Fe railway that he didn’t already own. It’s a $34 billion deal — Buffett’s biggest ever.

It was Buffett’s big investment in Burlington Northern early last year that alerted me to the pre-recession boom in the U.S. freight railway industry. This is an industry that had grown so moribund in the 1970s and ’80s that it was actually tearing up tracks, as companies switched their shipping away from railroads and onto 18-wheelers.

But as fuel prices soared and demand for U.S. goods and raw materials surged in China, the railroads experienced a rebirth here. Companies were scrambling to add new tracks and even increase the height of tunnels to allow for double-stacked railroad cars to pass. You can read about that in a piece I wrote in April 2008 by clicking here.

Since then, however, U.S. railroads have struggled, as the Great Recession has reduced the amount of goods being shipped and oil is trading at half its peak of summer 2008. When oil prices drop, manufacturers switch their shipping from trains to trucks, which can take their goods directly from Point A to Point B without the transfers required in rail travel. UPDATE: The federal government set aside $48 billion of the $787 billion stimulus for infrastructure improvement, some of which goes to railroads. I’m checking to see exactly what cut of the stimulus Burlington Northern gets.

But when oil prices go up, rail is king. The railroad industry also has spent a lot of time and money touting its greeness, compared to trucks, and likes to say that one rail car can carry as much freight as four 18-wheelers.

So why did Buffett go all-in with his railroad?

This morning on CNBC, Buffett said his purchase is a “bet on the country, basically.”

“I basically believe this country will prosper and more people will be moving more goods 10, 20, 30 years from now and the rails will benefit,” Buffett told CNBC.

It’s also a bet on the future of another country — China.

China craves the coal and other raw materials that the U.S. produces. Those commodities fuel the great economic engine that is China, which is the factory to the world. U.S. coal and goods are shipped via rail to Pacific ports and then shipped to China. With his round-out purchase of Burlington Northern, Buffett thinks China will continue to be strong.

I shot an e-mail to Art Hogan, managing director at Jefferies, to get his take. Here’s what he wrote back:

“Buffett is making an elephant-sized bet on three things here and all are related. He thinks the economy in the U.S. is getting better and will continue. He believes that energy prices will continue rise and that trains will be more productive then trucks in that environment and third and most important he sees Burlington Northern as cheap with a longer-term investment time horizon (three years vs. three months),” Hogan wrote.

The final point is a good one: Shares of Burlington Northern are trading well up off their March bottom — they’ve popped up to nearly $100 per share today on the Buffett news (up 28 percent) after bottoming at nearly half that in March.

However, compared to their all-time high of more than $110 per share last summer, Buffett gets the remainder of his railroad at a relative bargain. And if the stock continues to grow, he’ll be in the tall green in a decade.

The purchase is also a strategic one for Buffett who, I need to say in full disclosure, is a director of The Washington Post Co.

Burlington Northern has tracks in the western U.S. that run through states where Buffett controls power companies through his MidAmerican Energy Holdings. The Burlington Northern lines are major supply lines for coal traffic.

UPDATE: That’s another element of this purchase: In a very direct way, Buffett is almost betting on energy stocks and coal. Railroads make a great profit from hauling coal and Buffett clearly believes that coal has a long future in producing energy, despite the pushback from some environmentalists. And it’s worth noting that eco-pressure is higher in the U.S. than in most other countries, such as China, which can pretty much burn as much coal as it wants.

I e-mailed Peter Boockvar, equity strategist at Miller Tabak, to get his quick take on Buffett’s purchase. Here’s what he e-mailed back:

“He’s betting on global population growth and global wealth increasing thus raising the world’s purchasing power to buy stuff that the U.S. makes and also a bet that we will still import stuff that the rest of the world makes. It’s also a bet on this particular mode of transportation that has proven to be most efficient and thus creates a defensible business model that Buffett so covets,” Boockvar wrote.

As a bookkeeping note, I write here that Buffett purchased Burlington Northern, when in fact his company, Berkshire Hathaway is the actual investor. The two are inseparable — Buffett is Berkshire — so it’s just a short-hand way of describing the deal.

However, in this case, Buffett did something that Berkshire usually does not: execute a cash-and-stock deal and split his stock. Because this is Berkshire’s biggest purchase ever, it was too big for just a cash deal, so he had to add stock.

On the stock-split side, Buffett has famously opposed the practice. But in this case, he did it, he told CNBC, to give small Burlington Northern investors the same tax break that large holders would get.

This is an interesting deal for us whale-watchers — those of us who like to follow what big investors do. Buffett likes to own simple companies that he understands. Today, he completed his train set.

ITSM Projects – A Tragedy in Five Acts

DFN: Pretty Witty and informative article regarding IT changed management. On the basis of just this one article, I’ve become a registered user.

CONFESSIONS OF AN ITIL GEEK
Lee Marshall on the universe of IT Service Management
ITSM Projects: A Tragedy in Five Acts
November 2, 2009 by Lee Marshall.
http://s236467555.onlinehome.us/

Eighty percent of IT Service Management programs and projects have failed to meet their objectives and are deemed a failure by the sponsor. Despite the high-profile success of ITSM and ITIL projects in organizations like Proctor & Gamble and BMO Financial, most ITSM projects will fail. This is tragic since ITIL has so much to offer in helping organizations align IT with their business objectives. This tragedy of failed ITSM programs generally takes place over five phases, or like Shakespeare’s greatest tragedy, Hamlet, five acts. In the following, I present the phases of a typical failed ITSM implementation along with suggestions on how you could avoid this kind of tragedy:

ACT I – The Way to IT Shangri-La

Macbeth:
I have no spur
To prick the sides of my intent, but only
Vaulting ambition, which o’erleaps itself,
And falls on th’other. . . .
Macbeth Act 1, scene 7. 25–28

Our hero, the CIO, joins an IT organization and seeing that there is a lack of standardized processes and mistrust between IT and the business, issues the directive that ITIL will be introduced into the organization. The ITSM program had been successful at the CIO’s previous organization where she had been a IT director, so why couldn’t it be successful here? The directive is for all IT staff to receive ITIL Foundations training and ITSM consultants will be hired to implement ITIL processes.

Recommendations: The typical ITIL training program involves training everyone in IT in Foundations, which is 100% content, then giving more advanced training to a small subset of IT staff. Instead, focus on creating understanding of the process and the intent of the role the IT staff will play in the process. Don’t focus on content. Create awareness and let people come to their own conclusions about the need for change. Use simulations to make people aware of the processes and get shared experiences about how ITIL can be used in the organization. Then do ITIL Foundations training, but focus on the right roles and people.

ACT II -Invasion of the ITSM Consultants

King Henry:

Once more unto the breach, dear friends, once more;

Henry The Fifth Act 3, scene 1, 1–6

ITIL training is provided in-house to all IT staff. Like most involuntary training involving change, twenty percent of staff will embrace it and get excited about the opportunities ITIL provides, ten percent will be openly hostile to change, and the majority seventy percent will take a wait and see attitude. Certificates and pins are handed out, and cute nerf toys are left behind for people to throw at each other. Next, ITSM consultants descend on the organization to hold process design workshops, create Visio diagrams and RACI charts and produce ITIL process binders. An expensive ITSM software tool is chosen and installed with the help of another ITSM consultant, who can’t interpret into the tool the processes designed by the other ITSM consultants, so they configure the tool the way they want to! The ITSM consultants then leave behind their process designs and documentation, and the organization is left to begin following these processes and using the tool. No one considered the management of change required with such a big cultural and operational change, so only about 20 percent of people begin following the processes and 20 percent are openly hostile. The rest are indifferent and just wait for this latest management fad to go away so they go back to working like they always have.

Recommendations: Have a training plan that involves more than certifying all IT staff in ITIL Foundations. Focus your training on key staff who get what IT service managment is about and have them get excited about it and spread the message to other IT staff. Don’t leave your ITSM program to just the consultants. Ensure that you are familiar with John Kotter’s 7-step model for management of change and don’t skip steps! Clearly document your ITIL processes before implementing an IT Service Management software toolset.

ACT III – Incident, Problem, Change, … Stop

Florizel:
“When you do dance, I wish you
A wave o’ th’ sea, that you might ever do
Nothing but that.”
The Winter’s Tale (IV, iv, 159-161)

The organization starts with implementing the Incident Management process, adds in some service request components, moves on to working on the Problem and a root cause analysis process and then proceed to modifying their existing Change Management process to align with ITIL. Then…stop. At this point, the wind begins to die out of the sails of the ITSM program. Champions become disillusioned as they fail to make a business case to move forward with implementing the other ITIL processes. People stop following the processes, if they ever did, since the ITSM consultants never considered how staff would be held accountable for following the processes. The cultural change associated with ITIL was not considered, so the shift to becoming an IT service provider never happens. And without this cultural change it becomes nearly impossible to implement the ITIL processes beyond Change Management, like Service Catalogue Management, Service Level Management, and Service Asset & Configuration Management, etc…

Recommendations: To take your ITSM initiative past Incident, Problem and Change it is imperative that you focus on the foundation of ITSM… services. IT must demonstrate the value it offers to the organization and the best way to start this is to clearly define what IT does for the business. Do this by building an actionable and relevant IT Service Catalogue that clearly articulates all the services that IT provides. ITIL provides basic guidance in this area but engaging someone who has successfully implemented a Service Catalogue in an organization similiar to yours is my recommendation.

ACT IV – Disillusionment

Marcellus:
Something is rotten in the state of Denmark.

Hamlet Act 1, scene 4, 87–91

The IT service management programs begins to die a slow death. The CIO has other priorities now, primarily outsourcing all IT development to India; the early ITSM champions have left the company; the ITSM software tool is being used for 10 percent of its capability and duplicate tools are being used and purchased across the organization. Managed Service Providers (MSPs), also known as IT outsourcers, are approaching the CIO and business unit customers about Software as a Service (SaaS) options for key business processes and Cloud Computing concepts for replacing the organizations costly IT infrastructure. In essence, these IT outsourcers are doing what should have been the goal of the ITSM program in the first place: aligning IT with the business and becoming a value-added service provider.

Recommendations: If your ITSM program has gotten to this point there may be little chance to save it. The key is to define to the CIO and senior management what IT does and the value it provides to the organization. Only be defining what you do can you compete with Managed Service Providers trying to take your business. As with all the ITIL processes, don’t try to boil the ocean. Don’t aim for perfection with one process before moving to the next. All of the processes are important so do what you can with each of them. If your audit or internal controls group is using COBIT, ensure that you leverage it in your ITSM program to implement processes to meet audit requirements.

ACT V – Death

Juliet:
“O happy dagger!
This is thy sheath; there rust, and let me die.”
Romeo and Juliet (V, iii, 169-170)

The final act of this tragedy is the death of the ITSM program. The CIO moves on to another organization and the few staff left that believed in the program move on to other projects. Management and staff who never bought into the program declare it another failed management fad. Ironically, more and more IT systems and functions are outsourced to managed service providers who understand what service management is about. And all that work and effort (and cost) of the ITSM consultants? The ITIL process binders and documentation sit on shelves and network drives until they are finally discarded as part of a clean-up project.

Recommendations: Don’t leave your IT Service Management program to consultants! Here are 5 tips for having a successful ITSM program.
1. The CIO and other IT leaders should take an active role by being executive sponsors for the ITSM program and ITIL process implementations.
2. Run your ITIL process implementations as projects, however that is defined at your organization. If you try to do these things on the side of your desk you won’t get the exposure and buy-in required. There are lots of elements to a process implementation so it is essential that it is run as a formal project.
3. Communicate all the time to all levels throughout the project. And communicate in different ways: email, web, presentations, handouts, etc. Experts claim that a person needs to see something 7 times in 7 different ways before the message sticks.
4. Get some quick wins. Don’t wait for the process project to be complete before implementing something. For example, if you are implementing Change Management, can you start a Change Advisory Board and start having meetings. Do you need the entire process to be complete before implementing this step? Probably not, so look for these quick wins in each ITIL process project.
5. Prepare for organizational resistance and fight-back. Management of change must be considered and Kotter’s 7-step model for implementing change is an excellent guide in this area.

Please don’t let the tragedy of a failed ITSM program happen to you and your organization. Contact B-Wyze or myself to see how we can help improve IT, reduce costs and align IT with the business objectives of your organization.

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