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" ... Clearly, profit margins cannot withstand a global economic downturn, but the overall theme of the "Show Me the Money" corporate governance improvement that I have highlighted since 2005 remains intact and that the profitability message has actually been long-understood by the vast majority of Japanese corporations. This is shown by the divergence in profit margins from GDP growth trend in the charts above, proving that even though GDP growth has remained subdued, profit margins have surged. Indeed, since the early 2000s, Japan has embarked on major rationalizations in most industries, with the number of players usually reduced from seven down to three or four. The fruits of this restructuring were slower to ripen than in Western world examples, and they were hidden by a series of crises (the Global Financial Crisis of 2008-2009, the strong Yen period of 2009-2012, the 2011 severe Thai floods that halted a large amount of auto and electronics production, several periods of political turbulence with China that included boycotts of many Japanese goods and, of course, the tsunami/nuclear crisis of 2011), but since Abenomics began, the global backdrop for Japan has been stable and there have been no domestic crises, thus allowing these fruits to ripen. ... "
" ... Timing is therefore important for entity rationalizations, and companies must be realistic during about their ROI and when returns will be realized. For private-equity-owned organizations charting a path to exit, getting the timing right carries even more importance. ... "
" ... Two companies becoming one means that there are a lot of cuts, rationalizations and redundancies, especially in the C-suite, because the new entity only needs one of each leadership role. ... "
" ... Up through the early 1980s, then, the welfare story in New York was largely one of failure: a growing disconnection of a large segment of New Yorkers from the mainstream economy, excuses and rationalizations from government officials, and bizarre notions of “compassion.” But the story does not end there. ... "
" ... Who won? Well, that's debatable, and also the subject of the real lesson I learned that night. The man won the auction. He won both subscriptions, each at a cost above that which any rational person would pay. He would get to read the delicious HBR content once, having paid for it more than twice. Granted, the extra money was going to the association to which we belonged, allowing him to view his faux pas as charity. And maybe he could gift the second subscription to someone to curry some favor. But these are rationalizations that justify the proverbial lemonade made from unwanted lemons. It should not be lost in this parable that the strategic objective of management is to avoid lemons in the first place. ... "