Category: Business

• Multiple paths to a quick yes

  I have heard a number of people describe this blog as covering all that is new. That wasn’t my explicit goal when I started writing it. My goal was simply to focus on cities and all the wonderful things that shape them. But it turns that new ideas form a big part of that and that I am very interested in new ideas. Change is what moves the world forward.

  Of course, there is no shortage of new ideas. We all have brilliant ideas. Maybe you’re looking at Toronto’s public garbage bins right now and thinking to yourself, “You know what, I have some terrific ideas for how these could be greatly improved.” And chances are, your ideas are good ones. The problem, however, is that ideas are fleeting. The real challenge is bringing them to fruition before they die.

  So here are a few thoughts that came to mind this morning:

  • There is a difference between incremental improvements and directional/fundamental change. Generally speaking, we tend to be naturally better at ideas related to the former than the latter. When we look at a Toronto garbage bin on the street and see it overflowing with rubbish and see all its side panels swung open, we intuitively see the problems. But it is less common to think about, oh I don’t know, subterranean garbage networks for moving refuse around or networked robots that come out at night and tidy our streets with purple brooms. This is also why when we come up with something new like a horseless carriage or an iPhone, we often name them after the thing we already know and are familiar with, even though it probably undersells how meaningful the change is. It helps our minds make the leap.
  • Many organizations have separate decision making processes that depend on the above. Amazon, for example, likes to ensure that incremental improvements have “multiple paths to yes” within the company. Again, these are the more intuitive kind of changes and so you don’t want some brilliant, yet fragile, idea to get killed by some naysayer along the way. You want as many of them being implemented as possible. On the other hand, ideas that might change the direction of the company are typically slowed down and carefully deliberated. This is a common split. “Major decisions” go up to some greater governance body; whereas all other day-to-day decisions just get made on the fly by those “in the field”. This is one way to keep things moving quickly.
  • On a related note, venture capitalist Fred Wilson wrote today about the virtues of small and flat partnerships when it comes to early-stage investing (but I don’t think the lesson only applies to this sector). In his view, the biggest venture winners — at least when it comes to early-stage companies — often come from the most “controversial and out there” ideas. And to make these sorts of bets it is helpful to have a small and flat team with a lot of trust. I found this particular insight really interesting because it implies that when you have the opposite — big and hierarchical organizations — you naturally start to lose your ability to experiment with non-consensus ideas. And so what you’re likely left with is just the intuitive and incremental stuff.
  • Recently, we also spoke about the argument that generations view change differently. Young people are often more open to new ideas, at least partially because they view it as a way for them to make their mark on the world. Older generations, on the other hand, often view change as a threat to their current position in the world. None of this is universally true, but think about how this often plays out with new housing. Young people view housing supply as a way for them to buy or rent something new and form their own household. Whereas already established households can view it as a threat to their community and their existing way of life.

  These are a broad set of thoughts. But if there are any lessons to extract from these bullet points it is perhaps these: One, consider the kind of decision that needs to be made. Is it something incremental and intuitive? Is it an obviously sound infill housing project? Because if so, you want multiple paths to a quick yes. And two, consider who gets a say and who controls the decision. Because the wrong group dynamic can kill even the best new ideas.

  2022.06.12

• Design-forward vacation rentals

  There is a massive void in the southern Ontario hospitality space when it comes to design-focused vacation rentals and boutique hotels.

  — Brandon Donnelly (@donnelly_b) May 23, 2022

  What I was getting at with the above tweet is that I think there’s way more demand, for places like this and this, than there is supply. Click on the first link and you’ll see that it’s booked up all summer long. And as for the second link, I just booked one of their rentals for this summer, but I have been trying — for years — to book it in the winter.

  I think the unmet use case is as simple as this: I live in a big city, and I want to get out of the city and go somewhere cool and design-forward. There are, of course, some options. But there’s a need for a lot more. Generally speaking, it feels to me like the majority of the supply is either (1) an expensive/large cottage or (2) an old “classic luxury” kind of hotel.

  I’m specifically referring to Toronto and southern Ontario with these options, but judging by some of the responses I got to my tweet, this appears to be an opportunity in many other markets as well. But I would be curious to hear from all you in comments or on Twitter. What “local” hospitality offerings are missing in your market? Where would you like to travel to and stay, but can’t?

  2022.05.25

• Remote work & innovation

  Here are two interesting studies that explore the relationship between remote work (distributed teams) and innovation:

  1. This one explores how distributed teams have impacted “disruptive scientific discoveries” from 1961 to 2020. To measure this they look at scientific discoveries that end up becoming widely cited, which they take to mean that the work has supplanted an existing body of knowledge. Here they find that distributed work is inversely correlated with disruptive innovation. It is fine for incremental improvements, but it is less than ideal for new foundational ideas. That said, they do note that new technologies — stuff like Zoom — have started to minimize the innovation gap by helping people communicate as if they were co-located.
  2. But stuff like Zoom isn’t perfect. The second study looks at the impact of virtual communication on idea generation. And what they find is that videoconferencing is bad for that, largely because it focuses people on a screen and “prompts a narrower cognitive focus.” So if your job involves coming up with new ideas, Zoom may not be the best forum for that. But you probably already knew that.

  2022.05.10

• Over 60% of global luxury spending now happens in Asia

  

  The global luxury goods market is somewhere around US$300 billion if you exclude fancy cars. And in just 4 years, global luxury spending has flipped from over 60% of it being in Europe and the Americas, to now over 60% of it being in Asia — with over 40% of it being in mainland China alone. See above chart from the Financial Times.

  But I think what really happened is that when global travel shutdown in 2020, Chinese buyers just started spending all of their luxury goods money at home instead of flying to Paris for the week. Because if you look at Chinese luxury goods spending in 2018, somewhere around 1/4 of it was done in mainland China, whereas today it’s close to 100%.

  So the Chinese have been moving this market for quite sometime. But now that the consumption has moved entirely home, what does that mean for cities around the world? Hong Kong used to be one of the most important places for luxury consumption in Asia (no sales tax), but that has changed and it probably won’t return. This is for reasons that go far beyond luxury goods.

  But I think we’ll see spending in Europe bounce back along with Asian travel. Because buying a luxury good is about much more than just the good itself. It’s about the experience. It’s about how it makes you feel when you buy it. And it’s about signalling to others who you are as an individual. This may sound vacuous, but we all do it, with or without expensive luxury goods.

  There are also new opportunities emerging by way of NFTs. I am sure that some brands are already doing this, but if I were in charge, I would issue a unique NFT with each luxury goods purchase that records, among other things, where it was purchased. Is a bag purchased on the Champs-Élysées worth more if there is a record of it that is etched in stone permanently? Maybe.

  2022.05.08

• Same height parties

  

  This isn’t new. And it’s maybe a bit random. But we’re probably overdue for a break from housing debate. So here is an interesting art project by Hans Hemmert (who is part of the German collective Inges Idee).

  Called Personal Absurdities (1997), the project consisted of parties in Berlin in which everyone was equalized to the same height — 2 meters to be exact. The was done through blue stryofoam platform shoes ranging from 5 to 43cm in height.

  Of course, if you already happened to be 2m tall, then no platforms were needed. If you were over 2m tall, I’m not sure how that was handled, but presumably the bouncer stopped you at the front door.

  All of this seems interesting to me because most of us probably don’t fully appreciate the extent in which height impacts social dynamics. There are countless studies suggesting that we tend to have a more positive reaction to people who are tall — and this is in everything from business to who we vote for.

  In fact, this connection between height and leadership is so strong that studies have found that, when faced with a strong likeable leader, we often overstate their height in our minds. We think they’re taller than they actually are because of how strongly we associate height with the ability to lead.

  So what happens when you strip away this dynamic and you equalize everyone’s height — even if just for one night of revelry? I would be curious to find out. So if any of you are planning a “same height party”, please feel free to invite me. Thanks.

  Photo: Inges Idee

  2022.04.24

• Opendoor is creating too many rentals

  Steven Levy over at Wired recently wrote a short piece comparing Opendoor’s iBuying approach to what Zillow was doing when it was in the space. (Thank you Robert Wright for forwarding me the article.)

  As we have talked about before, the fundamental problem with Zillow’s model is that it couldn’t accurately predict where home prices were going. It was losing too much money and so they shut down that side of their business.

  The article talks about Opendoor’s approach and how they’ve spent the last 8 years refining a valuation model/approach that is now apparently pretty accurate. That’s positive. But here’s another excerpt that I found particularly interesting:

  There’s one controversial aspect of the business model that Wong didn’t bring up. It appears that when companies like Zillow and Opendoor can’t easily sell a home, the fallback is what’s called an “institutional sale.” All iBuyers sell a small but not insignificant percentage to institutional investors with aspirations of being “mega-landlords.” While the marketing materials of the iBuyers emphasize clean sunny rooms and frictionless transactions, that segment of the market involves hedge funds like KKR and Blackstone snapping up properties for rental, limiting the inventory available for families seeking homes. Even the Biden administration has weighed in on the evils of this trend: “Large investor purchases of single-family homes and conversion into rental properties speeds the transition of neighborhoods from homeownership to rental and drives up home prices for lower cost homes, making it harder for aspiring first-time and first-generation home buyers, among others, to buy a home,” said a recent White House dispatch.

  It’s interesting for two reasons.

  First, these highly tuned valuation models are now being used to scale the acquisition of single family homes. No specific figures are given, but Levy speculates that some iBuyers could be feeding up to 20% of their homes to institutional buyers. Economies of scale are a challenge with this asset class. Here technology is helping.

  Second, I don’t like the tone toward renters in the above White House dispatch: “[It] speeds the transition of neighborhoods from homeownership to rental.” This line in particular implies that renting is perceived as being suboptimal to homeownership and that “speeding”’ towards the former is something that should be avoided for reasons of social good.

  Even the words that are used here suggest biases. A single-family home is called, well, a home. But a rented one is a rental property. I reckon that a home is a home regardless of whether it’s low-rise, high-rise, rented, or owned.

  2022.02.18

• Price of shelter increased 4.1% — or was it more?

  The latest US consumer price index report was recently published and for the 12-month period ending December 2021, the all items index rose 7.0%. This is the largest 12-month increase since June 1982. Here’s a breakdown:

  • Gasoline (all types): +49.6%
  • Used cars and truck: +37.3%
  • Meats/fish/poultry/eggs: +12.5%
  • New cars: +11.8%
  • Food at home: +6.5%
  • Electricity: +6.3%
  • Food away from home: +6.0%
  • Apparel: +5.8%
  • Transportation: +4.2%
  • Shelter: +4.1%

  The obvious standouts here are the price of gasoline and the price of used cars and trucks. Too much demand and not enough supply, it would seem. But the other conspicuous line item for me is shelter at only 4.1%. Is that it?

  As Charlie Bilello points out in his latest newsletter, US rents were estimated to be up about 17.8% in 2021 (the highest increase on record according to Apartment List) and the Case-Shiller US National Home Price Index was similarly up about 19% year-over-year.

  I also just glanced at the latest Urbanation rental report that came out today, and condominium rents were up 10.8% year-over-year here in the Greater Toronto Area. So I don’t know about this 4.1% number. But maybe I just missed something in the fine print.

  2022.01.18

• Buy and hold

  I know that this is supposed to be a blog about building cities, but it’s also a blog about real estate and I have heard that people sometimes do things like invest in real estate. So here is a terrific memo by Howard Marks (of Oaktree Capital Management) about when to sell assets (and when not to sell assets). His overarching argument is that, most of the time, staying invested is ultimately the most important thing. But that it can be difficult to do.

  Here’s an excerpt:

  When you find an investment with the potential to compound over a long period, one of the hardest things is to be patient and maintain your position as long as doing so is warranted based on the prospective return and risk. Investors can easily be moved to sell by news, emotion, the fact that they’ve made a lot of money to date, or the excitement of a new, seemingly more promising idea.

  Howard is talking about the stock market and his words of advice are particularly important in that context given how easy it is to be a “trader.” I can, so maybe I should. But the same lessons hold true for real estate, even though it is a less liquid asset. A lot of wealth has been generated over the years by those who simply bought well and held for the long term. One good decision and patience can go a long way.

  2022.01.13

• What should Airbnb launch this year?

  At the beginning of this year, Brian Chesky, who is cofounder and CEO of Airbnb, took to Twitter to ask about what products, features, and/or services the company should launch this year. The thread is filled with all sorts of interesting ideas and suggestions, as well as many responses from Brian confirming the things that Airbnb is already working on, and so here it is:

  If Airbnb could launch anything in 2022, what would it be?

  — Brian Chesky (@bchesky) January 2, 2022

  If you’re not a Twitter person or don’t feel like going through the entire thread, you can also check out this highlight summary from Skift. They went through and curated the ones that they liked. Some of the common suggestions included tools for co-living and remote working, tools for families and larger groups (like being able to cluster bookings in a particular area), and tools that help you meet locals and other guests.

  There were also a number of suggestions around a full blown travel advisory business, as well as property management services that could help small landlords service and maintain their places. This one seems pretty compelling to me because if your goal is to get as many places/hosts as possible, you probably want to make it as easy and frictionless as possible.

  It also helps to solve the operating scale problem that is inherent with most short-term rentals. If you’ve got one property, it can be costly to manage. But if you’re Airbnb and you have lots of listings in a particular submarket, then you have some economies of scale. Then again, they’re in about 100,000 cities. So maybe that’s a lot to manage. And maybe it’s too hotel-like for a company that is facing regulatory headwinds.

  Do you have any thoughts on what Airbnb should launch this year?

  2022.01.11

• My predictions for 2022

  

  As promised, below is a list of some of my predictions for this coming year. I have tried to be both punchier and more precise in my prognostications; because, well, obvious predictions are boring and precision will allow me to better evaluate my thinking at the end of the year. So here goes.

  1. 2022 will be the year that COVID-19 becomes endemic and finally fizzles out to a point where it no longer factors into our decision making in the same way that it has for most people over the last two years or so. I think this will happen by as early as the summer.
  2. As a result, I think the majority of people will be back in their offices by this September at the very latest, with many coming back much earlier. The whole hybrid/flexible work thing won’t completely disappear, but the majority of people who used to work in offices will be back.
  3. Recreational/fringe residential real estate will soften in 2022 as a result of 1) its tremendous run-up during this pandemic and 2) the renewed pull of urban/office life. Conversely, urban apartment rents will continue to rise and eventually surpass their pre-COVID levels. The SF Bay Area could be one exception.
  4. The explosion of travel that I thought was going to happen in 2021, will truly happen this year. The summer will mark its official return, with European travel volumes (to give just one example) returning to their pre-COVID levels.
  5. We will see meaningful efforts to further breakdown the hegemony of single-family zoning throughout many North American cities. This has been building for a number of years and I think we will see some tipping point-like moments in 2022. Specifically, expanded permissions for multi-unit housing and greater densities.
  6. I wish I could say that autonomous vehicles are destined to do something truly remarkable this year, but I think we are still a few years out (2024-2025?) before a large chunk of us are ride-hailing AVs. But on a related note, I do think that Uber will come into its own this year and finally become profitable (and not just with adjusted profits).
  7. Public transit ridership will, unfortunately, remain depressed and below its pre-COVID levels for this entire year. The beneficiaries of this will continue to be cars (not good), bikes, and micro-mobility solutions like e-scooters.
  8. 2021 was a huge year for NFTs and other fun stuff like digital fashion. Given these trends, I believe there will be growing demand from people to better integrate their digital and physical lives through technologies like augmented reality. Snap has been at the forefront of this space for many years and 2022 will be an important year for its Spectacles (AR glasses). But Apple and others will also make major announcements.
  9. Miami’s ascent as an important tech hub will get interrupted by questions surrounding the climate crisis and its own resilience. At the time of writing this post, the price of carbon on the EU’s Emissions Trading System (EU ETS) is about €80 per tonne. I think we will see it break €125 per tonne this year, and possibly go even higher.
  10. Ethereum, Bitcoin, and Solana (in this order) will be the top three cryptocurrencies according to market cap by the end of the year. At the time of writing this post, their market caps are $446 billion, $895 billion, and $55 billion, respectively. I am also expecting some breakout web3 consumer applications that will push, maybe, 40% of Canadians and Americans into the crypto space.

  Photo by Dave Xu on Unsplash

  2022.01.01