When Tom Naratil arrived on Wall Street in the 1980s, work-life balance didn’t really exist. For most bankers of his generation, working long hours while missing out on family time wasn’t just necessary to get ahead, it was necessary to not be left behind.
But Mr. Naratil, now president of the Swiss bank UBS in the Americas, doesn’t see why the employees of today should have to make the same trade-offs — at the cost of their personal happiness and the company’s bottom line.
Employees with the flexibility to skip “horrible commutes” and work from home more often are simply happier and more productive, Mr. Naratil said. “They feel better, they feel like we trust them more, they’ve got a better work-life balance, and they’re producing more for us — that’s a win-win for everybody.”
Welcome to a kinder, gentler Wall Street.
Much of the banking industry, long a bellwether for corporate America, dismissed remote working as a pandemic blip, even leaning on workers to keep coming in when closings turned Midtown Manhattan into a ghost town. But with many Wall Street workers resisting a return to the office two years later and the competition for banking talent heating up, many managers are coming around on work-from-home — or at least acknowledging it’s not a fight they can win.
rolled out its plan last month to allow 10 percent of its 20,500 U.S. employees to work remotely all the time and offer hybrid schedules for three-quarters of its workers.
“Talent will move, and it’s not only about a paycheck,” he said.
said. Wells Fargo started bringing back most of its 249,000-person work force in mid-March with what it calls a “hybrid flexible model” — for many corporate employees, that entails a minimum of three days a week in the office, while groups that cater to the bank’s technology needs will be able to come in less often.
BNY Mellon, which has nearly 50,000 employees, is allowing teams to determine their own mix of in-person and remote work. And it introduced a two-week “work from anywhere” policy for people in certain roles and locations. “The energy around the office has been palpable” as employees eagerly map out their plans, said Garrett Marquis, a BNY Mellon spokesman.
Moelis & Company, a boutique investment bank, has strongly encouraged its almost 1,000 staff members to come to the office Monday through Thursday, but with added “intraday flexibility” over their hours, said Elizabeth Crain, the company’s chief operating officer. That might mean dropping children off at school in the morning, or taking the train during daylight hours for safety reasons, she said. The new approach fosters teamwork and enables employees to learn from one another in person, while also giving them more control over their schedules.
Ms. Crain said everyone was much more flexible. “We all know we can deliver,” she said.
Ms. Crain, who has worked in the financial industry for more than three decades, recently committed to something that would have been unthinkable before the pandemic: a weekly 9 a.m. session with a personal trainer near her office. She said she hoped that breaking out of the confines of the traditional workday sent a message to employees that they were trusted to get the job done while making time for their personal priorities.
said last month.
But he and Goldman’s David Solomon have welcomed efforts to get workers back into Manhattan offices. Mr. Solomon echoed Mayor Eric Adams at a talk at Goldman’s headquarters in March, saying it was “time to come back.”
Andrea Williams, a spokeswoman for Goldman Sachs, said returning to the office “is core to our apprenticeship culture” and client-focused business. “We are better together than apart, especially as an employer of choice for those in the beginning stage of their career,” she said.
For months, Mr. Dimon has made a similar argument at JPMorgan — and continued to even as he said about half its employees would work from home at least some of the time.
“Most professionals learn their job through an apprenticeship model, which is almost impossible to replicate in the Zoom world,” he wrote. JPMorgan has hired more than 80,000 workers during the pandemic, he said, and it strives to train them properly.
building a new headquarters in Midtown that will be the home base for up to 14,000 workers, will move to a more “open seating” arrangement.
Banks outside New York are also adapting: KeyCorp, which is based in Cleveland, hasn’t set a specific return-to-office date, but expects half its staff to eventually show up four or five days a week. Another 30 percent will probably come in for one to three days, with the ability to work from different offices. And 20 percent will work from home, albeit with in-person training and team-building events.
The new setup is “uncharted territory” that is necessary to keep the work force engaged, said Key’s chief executive, Chris Gorman. While he comes in every day and is a big believer in face-to-face meetings, Mr. Gorman said he had avoided a heavy-handed approach that could alienate employees and prompt them to look elsewhere.
Mr. Naratil, the UBS president, is also a believer in in-person gatherings — he still spends most of his week at UBS’s office in Weehawken, N.J. — but he said the great remote-work experiment of the last two years had debunked the myth that employees were less productive at home. In fact, he said, they are more productive.
The increasingly hybrid workplace has forced leaders to connect with their teams in new ways, like virtual happy hours, Mr. Naratil said. The rank and file have shown that they can rise to the occasion, and the onus is on bosses to attract workers back to physical spaces to generate new ideas and strengthen relationships.
Managers, he said, need to have a good answer when their employees ask the simple question: “Why should I be in the office?”
“It’s not ‘Because I told you to,’” he said. “That’s not the answer.”
The suits are returning to the office. In chinos. And sneakers. And ballet flats.
As Wall Street workers trickle back into their Manhattan offices this summer, they are noticeable for their casual attire. Men are reporting for duty in polo shirts. Women have stepped down from the high heels once considered de rigueur. Ties are nowhere to be found. Even the Lululemon logo has been spotted.
The changes are superficial, but they hint at a bigger cultural shift in an industry where well-cut suits and wingtips once symbolized swagger, memorialized in popular culture by Gordon Gekko in the movie “Wall Street” and Patrick Bateman in the film adaptation of Bret Easton Ellis’s novel “American Psycho.” Even as many corporate workplaces around the country relaxed their dress codes in recent years, Wall Street remained mostly buttoned up.
relax dress codes — including in 2019, when Goldman made suits and ties optional — banking had been one of the last bastions of formal work wear, alongside law firms. And in some quarters of Wall Street, such as hedge funds, the code has typically been more permissive.
But in banking, the strict hierarchies were embedded in unwritten fashion rules. Colleagues would ridicule those wearing outfits considered too flashy or too shabby for the wearer’s place in the corporate food chain. Superiors were style guides, but wearing something swankier than one’s boss was considered a faux pas. An expensive watch could be seen as a mark of success, an obnoxious flex, or both.
TV interview; Goldman’s boss, David Solomon, D.J.s in T-shirts on weekends; and Rich Handler, the head of Jefferies, posted a photo of himself sporting a henley tee on Twitter. At an event welcoming employees back to the office in July, Citigroup’s Jane Fraser — the only female boss of a major Wall Street bank — kept her signature look: a jewel-toned dress.
known for its leather-soled dress shoes for men and boys. “It’s going to continue to get more comfortable and casual, but people are still going to want to look nice.”
Now, 80 percent of the shoes his company designs are casual styles, Mr. Florsheim said, compared with 50 percent before the pandemic.
compete for recruits with technology companies — which are friendlier both to remote work and casual clothing — they are seeking to present a less stuffy image. Many banks are also trying to hire a more diverse cohort.
John C. Williams, president of the Federal Reserve Bank of New York and an avowed sneakerhead, said the Fed wanted people to bring their “authentic self” to work because personal style was an important part of valuing all forms of individuality and diversity.
He said he was looking forward to wearing new pairs from his sneaker collection in the office. “When people can be themselves, they do their best work,” he said.
bring staff back to offices. Most of the industry was targeting Labor Day for a full-scale return, although that may be complicated by surging coronavirus cases. Some Wall Street employees have been working out of their offices for months, but many returned only recently for the first time since the outbreak began.
It felt like the first day of school, some bankers said. They wanted to look good in front of colleagues, yet couldn’t bear the thought of wearing dress shoes or heels. Before going in, some checked with friends to see if their choices were in line with the crowd.
One item that has been popular among Wall Street men is Lululemon’s ABC pant, which the athleisure company markets as a wrinkle-resistant, stretchy polyester garment suitable for “all-day comfort.” (The company put its highly recognizable logo on a tab near the pocket to make the pants look less like workout gear.)
Untuckit, the maker of short-hemmed button-downs, saw a jump in sales as vaccination rates across the United States rose in April and May, said Chris Riccobono, the company’s founder. Customers have flocked to its two stores in Manhattan, seeking still-sharp shirts made from breathable fabric.
“What’s amazing is these guys were wearing suits in the middle of summer, walking the streets of New York, coming off the train” before the pandemic, Mr. Riccobono said. “It took corona for the guys who never wore anything but suits to realize, ‘Wait a second.’”
JPMorgan Chase named two female executives as joint heads of its largest division, potentially paving the way for the nation’s largest bank to be led by a woman.
Marianne Lake, chief executive of the consumer lending division, and Jennifer Piepszak, chief financial officer, both age 51, were named heads of JPMorgan’s consumer and community bank, the sprawling division that handles auto loans, mortgages and private wealth management for bank customers. Their promotions are effective immediately.
In a message to employees on Tuesday, Jamie Dimon, JPMorgan’s longtime chief executive, praised both Ms. Lake and Ms. Piepszak, who will now run a division that takes in more than $50 billion per year in revenue and competes neck and neck with the bank’s corporate and investment bank for dominance.
“We are fortunate to have two such superb executives who are both examples of our extremely talented and deep management bench,” Mr. Dimon wrote. “They have proven track records of working successfully across the firm.”
The two executives step into a role previously held by Gordon Smith, the firm’s co-president and chief operating officer, who said he would retire at the end of the year. His retirement also paves the way for Daniel Pinto, the other co-president and chief operating officer, as well as the head of its corporate and investment bank, to become the sole No. 2. Jeremy Barnum, currently global head of research for the corporate and investment bank, will succeed Ms. Piepszak as chief financial officer.
Tuesday’s announcement brings renewed attention to what has been a hotly debated question within financial circles for years: who would replace Mr. Dimon, the charismatic C.E.O. who led JPMorgan through the financial crisis and is the longest-tenured bank leader on Wall Street. Mr. Dimon, 65, took on his role in late 2005 and has since quadrupled the bank’s stock price. He has said that leading JPMorgan is his calling, adding on more than one occasion that he planned to stay at the helm for at least another five years. But over the past decade, as a number of executives once viewed as potential successors have exited, concerns about who might replace Mr. Dimon have mounted.
The market’s reaction to the announcements was modest, suggesting that investors didn’t expect imminent changes at the top of the bank.
“Obviously, with each year that goes by, how could he not be a year closer,” Glenn Schorr, a banking analyst who covers JPMorgan for Evercore ISI, said of Mr. Dimon’s retirement. At the same time, he added, the elevation of Ms. Lake and Ms. Piepszak doesn’t necessarily mean that the chief executive’s departure is any closer. “I’ve seen this so many times,” Mr. Schorr said. “It doesn’t mean that at all.”
“The board has said it would like Jamie to remain in his role for a significant number of years,” Joseph Evangelisti, a JPMorgan spokesman, said in a statement.
As American companies prepare to bring large numbers of workers back to the office in the coming months, executives are facing one of their most delicate pandemic-related decisions: Should they require employees to be vaccinated?
Take the case of United Airlines. In January, the chief executive, Scott Kirby, indicated at a company town hall that he wanted to require all of his roughly 96,000 employees to get coronavirus vaccines once they became widely available.
“I think it’s the right thing to do,” Mr. Kirby said, before urging other corporations to follow suit.
It has been four months. No major airlines have made a similar pledge — and United Airlines is waffling.
herd immunity has slipped as the pace of vaccinations has slowed.
But making vaccinations mandatory could risk a backlash, and perhaps even litigation, from those who view it as an invasion of privacy and a Big Brother-like move to control the lives of employees.
survey of 1,339 employers conducted by Arizona State University’s College of Health Solutions and funded by the Rockefeller Foundation, 44 percent of U.S. respondents said they planned to mandate vaccinations for their companies. In a separate poll of 446 employers conducted by Willis Towers Watson, a risk-management firm, 23 percent of respondents said they were “planning or considering requiring employees to get vaccinated for them to return to the worksite.”
two hours of pay for each dose they receive, while emphasizing it would not make doses mandatory. Target is offering a $5 coupon to all customers and employees who receive their vaccination at a CVS at Target location.
Supreme Court ruled about a century ago that states could require vaccinations for children attending public school. And universities like Rutgers have instituted mandatory Covid-19 vaccinations.
But the pandemic brings up a host of complications that companies typically prefer to avoid, involving the private lives, religious preferences and medical histories of employees, such as whether an employee is pregnant, breastfeeding or immuno-compromised, information they may not want to reveal.
Major union groups, like the A.F.L.-C.I.O., have not aggressively pushed the issue either. They are facing dueling forces — standing up for individual worker’s rights on the one hand and protecting one another on the other. Unions have also been arguing for stronger workplace safety measures, efforts that could be complicated by companies’ arguing that mandatory vaccinations reduce the need for such accommodations. The return to work protocols negotiated between the Alliance of Motion Picture & Television Producers and Hollywood’s unions, for instance, will not include mandatory vaccinations.
“There are going to be some people who may have legitimate reasons for not getting the vaccine or for not wanting to talk about it,” said Carrie Altieri, who works in communications for IBM’s People and Culture business. “It’s not an easy issue at this point.” IBM is working with New York State on a digital passport linking a person’s vaccination records to an app to show businesses, like performance venues, that may require vaccination. It is not, though, requiring vaccinations for its employees.
already struggling to hire workers, mandating vaccinations could make hiring even more difficult. And there are questions of logistics and execution. How can companies confirm the veracity of those who say they’ve been vaccinated?
Companies may need to hire additional staff, potentially with medical training, to handle such tasks, which could saddle businesses — particularly small ones — with burdensome costs.
Vivint, a home security company based in Utah with 10,000 employees, began offering vaccines in its on-site clinic this week, after the state approved the company to distribute 100 shots a week to its staff. It paid $3,000 for the necessary medical-grade freezer.
“We’re not requiring employees to get vaccinated, but we’re highly encouraging it,” said Starr Fowler, senior vice president for human resources. “For a lot of our employees, particularly those that are younger, the easier that we make it for them, the more likely they’re going to do it.”
Salesforce is introducing a policy in certain U.S. offices, including Salesforce Tower in San Francisco, where up to 100 fully vaccinated employees can volunteer to work on designated floors. The New York Stock Exchange issued a memo to trading firms saying they would be allowed to increase their staff on the floor, provided all the employees have been vaccinated.
The Equal Employment Opportunity Commission issued guidance in December stating that employers were indeed legally permitted to require employees to be vaccinated before they return to offices. But the threat of litigation still looms.
plans to open its offices on May 17 on a voluntary basis, said it strongly encouraged vaccines for employees — barring any religious or health restrictions — but would not require them. A spokeswoman for Goldman Sachs, which has not guided employees either way, declined to comment.
One potential path for companies seeking a middle ground is to mandate the shots only for new hires. Still, there is a fine line between encouraging and requiring shots — sometimes resulting in conflicting messages to employees.
The investment bank Jefferies sent a memo to employees in early February stating “verification of vaccination will be required to access the office.” On Feb. 24 came a follow-up memo. “We did not intend to make it sound as if we are mandating vaccines,” it said.
Reporting was contributed by Rebecca Robbins, Sapna Maheshwari, Kellen Browning, Niraj Chokshi and Eshe Nelson.
The Times’s David Gelles gives DealBook the backstory to his recent front-page article about rising C.E.O. pay during the pandemic.
Companies battered by the pandemic are handing out enormous pay packages to their C.E.O.s, highlighting the sharp divides in a nation on the precipice of an economic boom, but still wracked by steep income inequality.
Executive compensation has, of course, been soaring for decades now. Chief executives of big companies in the U.S. now make, on average, 320 times as much as the typical worker. In 1989, that ratio was 61 to 1.
Read the full story here.
HERE’S WHAT’S HAPPENING
A deep split in pandemic fortunes highlights an uneven global recovery. On one hand: The E.U. could let vaccinated Americans visit this summer, bringing much-needed tourism revenue to the region. (One potential hangup is a rising number of people who aren’t getting their second doses.) On the other: India will receive emergency medical supplies from the U.S. as it reports half of all new Covid-19 cases worldwide.
Netflix had a big night at the Oscars. The streaming company won seven Academy Awards last night, the most of any studio, but again fell short in its quest to win Best Picture. (That went to Disney, whose Searchlight Pictures’ “Nomadland” won the big prize; Disney won five awards over all.) AT&T’s Warner Bros. won three Oscars, while Amazon took home two.
An activist investor steps up its challenge at Exxon Mobil. Engine No. 1 argues in a new presentation that the oil giant faces an “existential business risk” because it is not taking bolder steps to move away from fossil fuels, The Financial Times reports. (Exxon and other major producers are set to report earnings this week.)
Second Chance Business Coalition, which was announced today.
Elon Musk is hosting “S.N.L.” Yes, really. The Tesla chief is scheduled to host “Saturday Night Live” on May 8. (We bet S.E.C. officials will be watching.) John Authers of Bloomberg Opinion has an interesting take on it: The Tesla chief’s antics are doing more to encourage adoption of green technology than any amount of environmentalist scolding.
The ‘massive threat’ in a ‘measly’ Supreme Court case
Today the Supreme Court will hear a case that could upend American politics. It has largely escaped attention because it’s not obviously political at all. “Americans for Prosperity Foundation v. Rodriquez” involves a fight over California’s donor disclosure requirements for charities and “may seem like a measly spat over state nonprofit rules,” Senator Sheldon Whitehouse, Democrat of Rhode Island, told DealBook. “But a massive threat lurks within.”
Today in Business
Nonprofits want more donor anonymity. Americans for Prosperity Foundation is a “social welfare” nonprofit arguing that the right to anonymous assembly guaranteed by the First Amendment extends to donor data. Critics say that a ruling in favor of the Koch-funded charity would allow more untraceable money to flow through groups designed to mask the outsize role that a few wealthy players have in American politics. If A.F.P.F. wins, “special interests will have a free pass to rig our democracy from behind a veil of secrecy,” Whitehouse said.
Companies secretly influence politics with “dark money” donations that are deliberately opaque. Basically, some “social welfare” groups are quasi-political yet don’t have the same reporting requirements as explicitly political groups. Similarly, trade groups take corporate donations and pass them on, obscuring the sources.
“The importance of dark money in society, the scope of it, is something people don’t really grasp, but it impacts everyday life,” said Anna Massoglia, a researcher at the Center for Responsive Politics.
A decision is expected around late June. Notably, the court took the case on Jan. 8, two days after the Capitol riot prompted a reckoning over corporate political donations. Both the Chamber of Commerce and the National Association of Manufacturers filed briefs supporting A.F.P.F.’s case for anonymity, and Allen Dickerson of the Federal Election Commission argued the same in a Wall Street Journal op-ed yesterday.
cottage industry of scammers.
Bain is buying $1 billion worth of desserts
Bain Capital Private Equity is buying Dessert Holdings in a deal that DealBook hears values the company at about $1 billion.
Dessert Holdings makes “Insta-worthy” cheesecakes and other desserts through three brands: The Original Cakerie, Lawler’s Desserts and Atlanta Cheesecake. The company, which sells to retailers and restaurants, was created through acquisitions led by its prior owner, Gryphon Investors. The dessert conglomerate emphasizes the “wow factor” of products like tuxedo truffle mousse cake that are made to look good on social media.
A sweet deal? In-store bakeries have held up well during the pandemic, while restaurants are expected to rebound post-Covid. There could be more consolidation in the industry, with George Weston announcing in March it plans to put its bakery business — which includes Wonder Bread in Canada — up for sale. Over the years, Bain has invested in a number of food service and restaurant brands, like Dunkin’ and Domino’s Pizza. It plans to develop “new and innovative products” as well as pursue more acquisitions after the Dessert Holdings deal, said Adam Nebesar, a managing director at the private equity firm.
Trevor Lawrence is getting paid in Bitcoin
As cryptocurrency goes more mainstream — thanks in part to the recent public listing of Coinbase — blockchain businesses are hustling for brand recognition. “We’re really trying to get our name out a lot,” said Sam Bankman-Fried, the C.E.O. of FTX, a crypto exchange that competes with Coinbase. One of FTX’s companies, the investment app Blockfolio, has signed an endorsement deal with Trevor Lawrence, the former Clemson quarterback and presumptive number-one pick in this week’s N.F.L. draft, DealBook is first to report.
29-year-old billionaire founded FTX in 2019, and said he regrets spending his early years “playing video games.” Now, he’s trying to make up for lost time and the “low name recognition” of his crypto brands by hitching their wagon to bigger brands. FTX recently agreed to pay $135 million for the naming rights to the N.B.A.’s Miami Heat arena for 19 years.
THE SPEED READ
ByteDance, the Chinese parent of TikTok, has reportedly delayed plans to go public because it hasn’t devised a corporate structure that would win approval from Washington and Beijing. (South China Morning Post)
A close look at the efforts by the Carlyle Group’s C.E.O., Kewsong Lee, to catch up to his private equity rivals. (WSJ)
Politics and policy
The law firm Jones Day has rehired at least seven lawyers who worked in the Trump administration, cementing its status as a top outpost for Republican legal experts. (FT)
Advisers to wealthy Americans are studying various strategies to minimize the hit from the Biden administration’s proposed tax hikes. (Bloomberg)
Ant Group, the Chinese fintech giant, reportedly plans to offer employees zero-interest loans backed by their stock options to bolster morale. (Bloomberg)
The culture of Travis Kalanick’s food-delivery start-up, CloudKitchens, is said to closely resemble the “bro-y” early days of Uber — and it’s losing workers as a result. (Insider)
Best of the rest
Honda said it expects all cars it sells will be electric by 2040. (Bloomberg)
One of the men who created the “Yale model” of endowment investing says the strategy is past its prime. (FT)
An eye-opening look inside the “slander industry.” (NYT)
We’d like your feedback! Please email thoughts and suggestions to email@example.com.
The DealBook newsletter delves into a single topic or theme every weekend, providing reporting and analysis that offers a better understanding of an important issue in the news. If you don’t already receive the daily newsletter, sign up here.
As companies reopen their offices, they are deciding how the virtual work arrangements they’ve relied on during the pandemic will factor into their long-term plans — or not.
Google’s “flexible workweek” calls for employees to spend at least three days a week in the office and the rest at home. Microsoft’s “hybrid workplace” means most employees can spend up to half their time working remotely. Ford Motor’s “flexible hybrid work model” leaves it up to workers and their managers to decide how much time they need to spend in the office.
Goldman Sachs and JPMorgan Chase don’t have names for their postpandemic policies, because they expect most employees to return to the office for most of the time. Goldman’s C.E.O., David Solomon, called working from home an “aberration,” and JPMorgan’s chief, Jamie Dimon, said it had “serious weaknesses.”
But many companies have hatched a postpandemic plan in which employees return to the office for some of the time while mixing in more work from home than before. The appeal of this compromise is clear: Employers hope to give employees the flexibility and focus that come from working at home without sacrificing the in-person connections of the office.
How, exactly, to strike this balance can be less obvious.
Should companies require employees to be in the office on certain days? For a set number of days each week? How should those in the office accommodate colleagues working remotely?
To help answer pressing questions like these, DealBook assembled advice from experts about where to start, how to avoid common pitfalls, and the most important things to consider when not everyone is working in the same place.
a comparison of two accounting companies, researchers found that a flatter hierarchy helped facilitate virtual work, because remote workers didn’t feel too far from the center of the organization. Our own research also found a strong correlation between employee autonomy and productivity outside the office.
What is the culture of the company? Companies with an individualistic cultureseem to make a smoother transition to virtual work; by contrast, companies that stress “us” over “me” have been slower to adopt online collaboration.
What is each team’s schedule? If schedules are similar and work is interdependent, it’s good to encourage everyone to work roughly at the same time. If employees live in different time zones, it’s better to set a few common windows for real-time communications like videoconferences, and let most other work unfold through email or document sharing.
These factors make it easier for managers to address the most common challenges faced by hybrid teams. Take communication barriers: What if half the team is in the office and the other half is dialing in from home? If their locations are dispersed (so the Zoom callers can’t make it into the office) and the organization is flat and decentralized, the company could use a buddy system to make each person in the room responsible for keeping one particular Zoom caller fully in the conversation. If the caller misses something, the in-room buddy can fill in that person via text chat; if the caller is being talked over, the in-room buddy can step in to ensure that the person is heard.
Another common dilemma is deciding exactly who will be in the office on which days. This is further complicated by a significant gap between executive and employee perspectives, with most executives feeling that company culture depends on people spending at least three days a week in the office and most employees saying they want to spend at least three days a week working remotely.
monthly surveys about remote work that my research team has conducted since May, we’ve found that 30 percent of U.S. employees never want to return to working in the office, while 25 percent never want to spend another day working from home. Given such different views, it seems natural to let the workers choose. One manager told me: “I treat my team like adults. They get to decide when and where they work as long as they get their jobs done.”
But this approach raises two concerns. One is that it’s likely to result in “mixed mode,” the widely disliked situation when some people are at home and others are at the office, all appearing in one Zoom box in the conference room.
The second, less obvious concern is the risk to diversity. It turns out that who wants to work from home after the pandemic is not random. In our research we found that among college graduates with young children, women want to work from home full time almost 50 percent more often than men do.
This is problematic given evidence that working from home while your colleagues are in the office can hurt your chance of promotion. In a study I ran in China at a large multinational company, we randomly assigned volunteers to work remotely or remain in the office. Remote employees had a 50 percent lower rate of promotion after 21 months than their colleagues in the office.
categories of team interactions, which companies can consider when deciding how to structure work — regardless of where it happens.
Content interactions: communication about tasks, such as sharing feedback while sitting side by side. When work went virtual, more of these interactions took place asynchronously, through digital work tools such as Slack. One manager said communication had improved because individuals had more time to think.
Bounce interactions: new idea generation, as with an impromptu whiteboard brainstorming session. In the virtual version, individuals often generated ideas on their own, and then they and others emailed them back and forth. That made it harder to align with others; some teams adjusted by moving brainstorming sessions to videoconferences.
JPMorgan Chase apologized on Friday for its role in arranging billions of dollars in financing for a breakaway European soccer league, admitting in a statement that it had “misjudged” how the project would be viewed by fans.
JPMorgan Chase had pledged about $4 billion to underwrite the new league, but the American investment bank did not end up issuing it or losing any money: The league collapsed only 48 hours after it was announced, after more than half of its 12 founding clubs changed their minds and announced they would not take part.
Like the 12 clubs involved in the breakaway group — which included European giants like Real Madrid and Barcelona, Manchester United and Liverpool, Juventus and A.C. Milan — JPMorgan had come under intense criticism from fans and others merely for participating in the plan.
Designed as a 20-team league with 15 permanent members, the Super League would have severely cut in to the revenues of dozens of national leagues, imperiled the finances and values of the hundreds of European clubs who were left out, and upended the structures that have underpinned European soccer for a century — all while funneling billions to a few elite teams.
a letter to fans that acknowledged the club had made a mess of things.
“We got it wrong,” Glazer wrote, “and we want to show that we can put things right.”
No one connected with the project was able to escape being contaminated by the criticism, including the bank that financed it. JPMorgan’s chief executive, Jamie Dimon, found himself under attack on social media and from within banking circles.
to position the bank as a good social and corporate citizen.
But even as it sustained an immense reputational hit, JPMorgan has been able to walk away from the deal without suffering financial losses, and with its expenses covered, according to an executive familiar with the bank’s role in the financing.
That might not be true for the teams that walked away after signing contracts that bound the 12 founding members to the breakaway concept.
The Super League is not, in fact, officially dead. Real Madrid, Barcelona and Juventus are still signed up, and continue to strategize.
One reason they may not have walked away could be financial. The contracts signed by the 12 founding members included penalty clauses worth millions of dollars. Real Madrid, Barcelona and Juventus, whose mounting debts and fears of rising costs led them into the project in the first place, could be positioned — by staying in — to extract tens of millions of dollars in punishments out of their former partners for walking away from it.
President Biden is expected to unveil a $1.5 trillion “human infrastructure” plan next week that will focus on education, child care and paid leave for workers, among other things. It would be paid for in part by new taxes on the rich, including the end of a tax break that lawmakers have tried to eliminate for years.
The White House will propose a major change to capital gains taxes, with people earning more than $1 million per year paying the top marginal tax rate on their investment gains. Mr. Biden wants to raise that rate to 39.6 percent.
The carried interest loophole might finally disappear. Profits earned from funds owned by real estate investors and managers of private equity and venture capital firms are taxed as capital gains at about 20 percent, instead of as regular income, which is taxed at more than double that rate when state levies and other taxes are taken into account.
Financial industry executives and their lobbyists have long asserted that carried interest merely represents a return on investment, not income, an argument that survived challenges as recently as 2017. (Here’s Andrew back in 2007 writing about how lawmakers were trying, unsuccessfully, to end the “longstanding, but little understood, practice.”)
In a 2015 DealBook Op-Ed, the law professor Victor Fleischer, a top proponent for raising taxes on carried interest, estimated that such a move could raise $180 billion.
In a 2011 Times Op-Ed, Warren Buffett decried the treatment of carried interest, which allowed him to report a lower tax rate than his secretary. A minimum tax on millionaires was proposed shortly thereafter and dubbed the “Buffett rule.”
JPMorgan Chase’s Jamie Dimon has been a regular critic of carried interest, even though it benefits many of the bank’s clients. In his latest letter to shareholders, he said it could be seen as “another example of institutional bias and favoritism toward special interest groups.”
Other changes to the tax code could be in the works, including to the estate tax. Private equity executives are also worried that the Biden administration may limit the tax deductibility of corporate interest payments, which would be another hit to their business model.
they may be on board with eliminating some business tax loopholes. The White House wants that tax revenue to fund the infrastructure bill it unveiled last month. But another group of Republican senators yesterday proposed a much smaller infrastructure bill — $568 billion, versus Mr. Biden’s $2.3 trillion — that would do away with any corporate tax increases.
HERE’S WHAT’S HAPPENING
U.S. health officials may soon lift the pause on Johnson & Johnson’s vaccine. A committee of outside experts will meet today to discuss whether to resume giving the shot; they’re expected to vote in favor. But the damage may be done: The Biden administration has reportedly written off the J&J shot’s importance to U.S. vaccination efforts.
President Biden sets a new climate goal. At the first day of a climate summit that the U.S. convened, he pledged to cut America’s emissions in half by 2030, compared with 2005 levels, and offered more funding for developing countries to help them meet their targets. Swiss Re estimated that climate change could cost the global economy as much as $23 trillion in the coming decades.
Airlines see clearer skies ahead. Carriers expect travel to return almost to normal levels by the summer, with the largest airlines expected to offer as many seats this July as they did in July 2019, by one estimate. The industry plans to call back thousands of employees and hire hundreds of pilots.
Scrutiny over a fatal Tesla crash intensifies. Two senators asked regulators to create recommendations for autonomous vehicle software, following the deaths of two men in a Tesla, in which police said no one was behind the wheel. Consumer Reports said it was able to trick Tesla’s Autopilot into operating without anyone in the driver’s seat.
AT&T gains ground in the streaming race. The company added 2.7 million subscribers to HBO and HBO Max in the first quarter. Also worth noting: AT&T collects nearly three times more revenue per streaming user than Disney, and trails only Netflix by that measure.
reckoning on corporate political donations that will be a prominent feature of proxy season, with many shareholder proposals demanding greater disclosure of company spending.
Today in Business
“Companies are reading the writing on the wall,” Thomas DiNapoli, New York State’s comptroller and trustee for the state’s public pension fund, told DealBook. “Political and social polarization are bad for their business, and they need to decide if political donations are worth the risk.”
“Time will tell if their increased attention to these issues is lip service or if it represents a sincere change in corporate culture,” Mr. DiNapoli said. “At a minimum, investors need disclosure of this spending.” New York’s public pension fund is the third-largest in the U.S. and since 2010 it has filed more than 155 shareholder proposals on political spending, winning more than 40 adoptions or agreements, including from Bank of America, Delta Air Lines and Pepsi. Three of five resolutions it has advanced this year have already been withdrawn, with the companies agreeing to make changes without putting them to a vote. That’s a 60 percent hit rate, and companies that wouldn’t engage before are now at least responsive, a spokesperson for the fund said.
The fund got CMS Energy, a Michigan public utility, to agree to be more transparent about political spending, DealBook is first to report; First Energy, an Ohio utility, and the multinational brewer Molson Coors also agreed to more disclosure.
“Companies are now expected to have core values — almost personalities,” said Bruce Freed, the president of the Center for Political Accountability, a nonprofit that partners with shareholders on proposals. Recent agreements, like the ones brokered by Mr. DiNapoli, are a “strong indication” that corporations are feeling “real pressure,” he said. Nine of 30 companies (including those noted above) have agreed this year to provide more disclosure on political donations. Last year, eight of 40 companies facing similar proposals agreed to act instead of putting the question to shareholders in a vote. The Capitol riot “raised the stakes,” Mr. Freed said, and the pressure on companies has not relented since.
read this comprehensive account by The Times’s Tariq Panja and Rory Smith.
Chicago, Flat Rock, Mich., and Kansas City, Mo., through the first two weeks of May. The Kansas City factory makes the F-150 pickup, Ford’s most profitable model.
G.M. has kept its factory in Kansas City, Kan. — which makes the Chevy Malibu sedan — closed since February, and has cut production at other plants.
Daimler has temporarily halted production at two plants in Germany that produce lower-cost C-class vehicles.
Jaguar Land Rover, Britain’s biggest carmaker, will temporarily shut two of its factories there starting next week.
Renault scrapped production forecasts, and said it was prioritizing the manufacturing of its most profitable models.
The shortage is unlikely to end anytime soon, according to Intel’s C.E.O., Pat Gelsinger: “This will take a while until people can put more capacity in the ground,” he told The Wall Street Journal.
In the papers
Some of the academic research that caught our eye this week, summarized in one sentence:
Exclusive: Master P to invest in racial equity
Percy Miller, better known to hip-hop fans as Master P, plans to invest $10 million in companies led by or serving people who are Black, Indigenous and people of color, DealBook is first to report. He sees ownership and equity as keys to bridging racial wealth gaps, and wants other investors to follow his lead.
“This is all about economic empowerment,” Mr. Miller told DealBook. Early in his career, Mr. Miller opened a record store from which he launched No Limit Records, once one of the largest independent labels. More recent projects have been aimed at social entrepreneurship, like an “Uncle P” line of food products to replace Aunt Jemima and Uncle Ben’s (both have since been renamed) that would dedicate a portion of profits to supporting Black communities.
Mr. Miller wants to invest in an array of industries, with education, including financial literacy, a priority. “I always tell people, product outweighs talent — at the same time, education and wisdom are so important,” he said. “That’s the longevity of my success.”
UBS will help connect him to potential prospects. “Our DNA is around entrepreneurship, and our DNA is around facilitating capitalism, and that’s exactly what we’re talking about here,” said Mark Wilkins, a private wealth manager at the bank. The two are treating the initiative as an investment, on which they’re planning to make a return.
THE SPEED READ
Blackstone reported $1.75 billion in profit in its latest quarter, setting a record and swinging from a $1 billion loss a year ago. (WSJ)
L Brands may seek as much as $5 billion in a sale of Victoria’s Secret, far more than the failed deal with Sycamore Partners last year. (Bloomberg)
Politics and policy
The U.S. Supreme Court unanimously limited the F.T.C.’s ability to seek financial relief for consumers wronged by deceptive business practices. (CNBC)
Union officials reportedly told Senate Democrats to back legislation strengthening protections for organizing efforts — or risk losing their political support. (Politico)
Norway has led the world in going cashless. Now its central bank is testing out a digital currency. (Insider)
Is Europe’s approach to tech regulation visionary, or misguided? (NYT On Tech)
Best of the rest
Inside Elon Musk’s $150 million philanthropy blitz. (Recode)
The Hamptons property market is on fire: A summer rental went for $2 million, while a 42-acre estate sold for over $100 million. (CNBC)
Do you need to wear a mask outside? (NYT)
We’d like your feedback! Please email thoughts and suggestions to firstname.lastname@example.org.
The annual letter to shareholders by JPMorgan Chase’s chief executive, Jamie Dimon, was published early Wednesday. The letter, which is widely read on Wall Street, is not just an overview of the bank’s business but also covers Mr. Dimon’s thoughts on everything from leadership lessons to public policy prescriptions.
“The U.S. economy will likely boom.” A combination of excess savings, deficit spending, vaccinations and “euphoria around the end of the pandemic,” Mr. Dimon wrote, may create a boom that “could easily run into 2023.” That could justify high stock valuations, but not the price of U.S. debt, given the “huge supply” soon to hit the market. There is a chance that a rise in inflation will be “more than temporary,” he wrote, forcing the Federal Reserve to raise interest rates aggressively. “Rapidly raising rates to offset an overheating economy is a typical cause of a recession,” he wrote, but he hopes for “the Goldilocks scenario” of fast growth, gently increasing inflation and a measured rise in interest rates.
“Banks are playing an increasingly smaller role in the financial system.” Mr. Dimon cited competition from an already large shadow banking system and fintech companies, as well as “Amazon, Apple, Facebook, Google and now Walmart.” He argued that those nonbank competitors should be more strictly regulated; their growth has “partially been made possible” by avoiding banking rules, he wrote. And when it comes to tougher regulation of big banks, he wrote, “the cost to the economy of having fail-safe banks may not be worth it.”
“China’s leaders believe that America is in decline.” The United States has faced tough times before, but today, “the Chinese see an America that is losing ground in technology, infrastructure and education — a nation torn and crippled by politics, as well as racial and income inequality — and a country unable to coordinate government policies (fiscal, monetary, industrial, regulatory) in any coherent way to accomplish national goals,” he wrote. “Unfortunately, recently, there is a lot of truth to this.”