I know this may be a bit unrelaistic BUT how about legislation that reigns in just how much lobbyists can have influence over legislation. Does that make sense?
In 2007, the companies generated an average of $378,000 in revenue for every employee on their payrolls. Last year, that figure rose to $420,000. But workers are seeing none of that increase in their pay.
@David, companies have used this recession as a tool to exploit the emoloyees. Employees are forced to work for extra hours and sometimes on weekends too. Employees are more worried about loosing their job rather than pay. I really hope this increase in revenue reaches the employees too.
They have it on bank accounts? international banks? I know that Apple has it abroad (mainly because of taxes), you can see what Mark Zuckerbeg did with his American Citizenship (taxes as well)... so maybe the POTUS and the US Government should find ways for those companies to re-invest that capital in the US, and give them certian tax breaks.
Itisverydepressingtohavethefeelingthatsomethinglikethatisgoingon.Itisverysadwhenyoureadaboutit,andyouhavetheconfirmationthatthesituationisasyoususpectedit couldbe. A very sad story indeed , "Last year, that figure rose to $420,000. But workers are seeing none of that increase in their pay."
The hand is still feeding and Congress appears to be a real hog. A recently passed law would have tamped down on the type of trading that resulted in JPMorgan's huge loss but apparently, lobbyists managed to put off the implementation day. They fully plan to kill it or water it down eventually.
I recommend NY Times' Joe Nocera's latest op-ed on the same subject. You share the same sentiments. See: Make Banking Boring.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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