What a weekend. Temperatures nudging 70. Humid. Overcast. Weird. Everyone went around talking about the weather. Took a long bike ride and got all sweaty, then chilled, then just sort of tired because sweating and chilling in one day takes it out of you.
But if you’re wondering why I didn’t blog yesterday, I’d have to say this: Because I spent most of last evening making the basics for a gingerbread house.
Yeah, I didn’t think you’d believe me.
Seriously, this is for a weekend party a friend of mine here has every year, featuring blighted gingerbread houses. If you contribute, they don’t necessarily have to be blighted, but they need to be different somehow, because they’re auctioned, and people don’t want to bid on some Martha Stewart shit. So now that I have my parts — my sides, my roof, my gables — I have to figure what to do with it all.
I’m thinking…TRUMP. First I have to hit the decorative-baking aisle at Joann Fabrics and buy as much gold shit as I can get my hands on. Ideas welcome. They must be YUGE ideas. And they must not require very complicated structures, because man, it is wearisome, rolling out gingerbread dough, which is inedible and unappetizing, and right now I am committed to a basic rectangular house with a roof and overhanging eaves.
Plenty of room for yugeness, as long as it’s not too yuge.
So. We’ve talked here, many times, about the folly of the facile idea that “government must run like a business.” While there are certainly aspects of it that should follow certain rules of finance, to say government should run like a business misunderstands both government and business. Even businesses are sufficiently distinguished from one another that there’s no one-strategy-fits-all. Many successful governors would flounder in the public sector, and vice versa. But we’ve hashed this all out before.
Still, I recommend this ProPublica project on how new management at the American Red Cross has driven the venerable nonprofit nearly onto the rocks, due to a fundamental misunderstanding — that a strategy that works in one industry doesn’t necessarily work in another:
As part of her effort to run the Red Cross more like a business, McGovern recruited more than 10 former AT&T executives to top positions. The move stirred resentment inside the organization, with some longtime Red Cross hands referring to the charity as the “AT&T retirement program.’’
McGovern laid out a vision to increase revenue through “consolidated, powerful, breathtaking marketing.”
“This is a brand to die for,” she often said.
Her team unveiled a five-year blueprint in 2011 that called for expanding the charity’s revenue from $3 billion to $4 billion. In fact, Red Cross receipts have dropped since then and fell below their 2011 level last year.
It’s not entirely the CEO’s fault; the organization was in failing shape when she took over. But it drives me crazy when these folks swagger in like the cavalry and then screw things up even further. The lionization of business people in this country has been insane for some time; you’d think we’d have learned by now.
Back to the gingerbread drawing board. Thanks for holding the place together when I flake off for a while.