Private Versus Public

Apologies for being Missing in Action for some time here.

I've been in Philadelphia the past week for an international bridge tournament.  And - I will not be returning home until July 23rd.  Between playing bridge, taking photographs and reporting on the action, checking in on the folks and doing some real estate here and there - the blog takes a hit.

Still, I do try to read a little bit to stay up on things.  This column caught my eye.

Mr. Romney's Bain worked so well that it became the model for an entire industry. Mr. Romney helped create Staples, a start-up that worked and created tens of thousands of jobs. Mr. Obama financed Solyndra, which did not work. Neither did Abound Solar. The many Obama alternative-energy ventures play in different market segments, but they struggle for the same reason: They serve political agendas more than customers.

Mr. Romney has attacked Mr. Obama's Solyndra investment in particular, but he hasn't linked it consistently to the President's failed model of government-led investing or contrasted it with the successful culture Mr. Romney built at Bain.

What Bain did is what all successful organizations do: Seek to deliver products and services that are better, faster, cheaper. In some instances that means fewer employees, even if Mr. Obama still can't or won't grasp the concept that we live in a competitive world. How many readers of this editorial have jobs today because the founders of their companies figured out how to spend more money on a slower manufacturing process to create goods of lower quality?

 

Comments

[Keith Burgess-Jackson]

Good luck, Peg!