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    Is Nvidia underestimating the chip crunch?

    Jensen huang is a man literally schooled in adversity. When the co-founder of Nvidia, America’s most valuable semiconductor company, was first sent to boarding school in Kentucky, little did his Taiwanese relatives realise that it was a school for troubled youths. He shared a room with a knife-scarred boy fresh out of prison. On some days he would either be picked upon or forced to clean the toilets. Far from buckling under the strain, he has said he learned to tolerate discomfort. That is a useful skill in the highly cyclical world of silicon chips. Listen to this story. Enjoy more audio and podcasts on More

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    Is there a point to exit interviews?

    “Do you feel your job description has changed since you were hired?” “What prompted you to start looking for another position?” Such questions are typical of the exit interview, to which an email from hr may invite you after you have handed in your notice. Do you accept? And if so, how honest should you be with your soon-to-be-ex-employer during the discussion? Just like humans, corporate entities do not want to admit their faults. As such, many companies deal with resignations badly. Exit interviews may help them do better. More important, understanding why workers leave is critical if you want to stop more of them heading for the exit. Recruiting and training top talent is a big cost for firms, particularly those in the service sector, so anything that can be done to reduce staff turnover is valuable. Poaching is part of any competitive industry, so knowing what drew an employee to a different firm can be useful, too. Former employees who leave happy can in future fill a role as corporate ambassadors. For firms the best exit interview is the one that doesn’t happen. A study conducted by the Harvard Business Review concluded that they should be “the culmination of a series of regular retention conversations”. Such attempts will not work every time, or even often—staff churn is a fact of corporate life. For unsalvageable cases, some firms arrange a one-to-one conversation with the leaver’s manager. Others offer an online form, which is less personal but provides the opportunity to collate feedback easily. Such exchanges are best scheduled after the initial rush of emotion has passed but before the employee has checked out mentally. The information gleaned can be revealing. In some firms, it travels all the way up to the board. The incentives for a departing employee are less clear. (If you are pursuing legal action against your employer, your lawyer is likely to tell you to avoid the interview altogether.) It is tempting either to ignore everyone and just walk away or, conversely, to really let rip. “When one burns one’s bridges,” wrote Dylan Thomas, “what a very nice fire it makes.” But letting off steam by unburdening yourself of all the wrongs and little things that ever upset you is a shallow game.The bottom line is, you never know. You can be denied a reference or unnecessarily complicate the paperwork related to your stock options and pension plan. Or you could miss a chance to turn a former employer into a client. Your columnist, a guest Bartleby, has no immediate plans to leave her current job. But if she ever did, and was asked to participate in an exit interview, she would agree to do so—and would advise you to do the same.As in any break-up, the one with an employer involves dealing with elusive concepts such as decorum (“It’s not you, it’s me”) or closure (“Thank you for everything”). It is also transactional. As such, it pays not to be too candid. Whether the process happens over the phone, on Zoom, in person or in an online form, refrain from speaking your mind too freely. It is better to be excited about your new chapter than to unleash vitriol on colleagues who were unkind or censorious over the years. Being too diplomatic is safer, unless it devolves into insincere platitudes. “This place is toxic” is bad; “the thing I admire about the leadership team is their long-term vision” may be worse. To strike the right balance it is useful to think of the exit interview as a performance appraisal in reverse. Outlining what you enjoyed most about the place (the pay, the camaraderie or the coffee) is a good place to start. Explaining what drew you to another employer can be particularly instructive. Gentle suggestions about what you would improve are fair game. Always remember that notes from the interview are official documentation that can be reviewed. Whatever you do, do not post rude comments about your former employer on social media.In his book “Liar’s Poker”, Michael Lewis tells the story of a senior trader quitting Salomon Brothers after being offered much more money by Goldman Sachs. His managers pleaded for him to stay, invoking loyalty to the firm; the trader retorted that if they wanted loyalty they should have hired a cocker spaniel. But a good exit interview should be about mutual graciousness when neither party has anything else to lose. For an employee to deny such a conference shows pettiness and resentment. For a company it is one last chance to leave a good impression. If you decide to part ways, why not do so on amicable terms?Read more from Bartleby, our columnist on management and work:Is travelling to work always a waste of time? (Aug 25th)When to trust your instincts as a manager (Aug 18th)Why employees want to work in vilified industries (Aug 13th)For more expert analysis of the biggest stories in economics, business and markets, sign up to Money Talks, our weekly newsletter. More

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    The cloud computing giants are vying to protect their fat profits

    When chief executives ring the closing bell at the Nasdaq stock exchange in New York, it is usually because their firm has just gone public. When Adam Selipsky did so on June 27th, he was celebrating a tie-up with the bourse. He is the boss of Amazon Web Services (aws), the tech giant’s cloud-computing arm, and the deal is part of the exchange’s shift of its stockmarkets to aws’s More

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    The cloud computing giants are vying to protect fat profits

    When chief executives ring the closing bell at the Nasdaq stock exchange in New York, it is usually because their firm has just gone public. When Adam Selipsky did so on June 27th, he was celebrating a tie-up with the bourse. He is the boss of Amazon Web Services (aws), the tech giant’s cloud-computing arm, and the deal is part of the exchange’s shift of its stockmarkets to aws’s More

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    Could the demonised oil industry become a force for decarbonisation?

    When warren buffett was asked to explain in April why Berkshire Hathaway, his investment firm, had built a 14% stake in Occidental Petroleum, or Oxy, over a frenetic fortnight of buying starting two months earlier, his answer was long. It included a digression into John Maynard Keynes’s “General Theory” of 1936, and a rollicking description of why Wall Street still resembles a gambling parlour, as it did back then. He barely mentioned the Houston-based oil company, now worth $69bn, besides saying that he had read Oxy’s annual report for 2021 and that Vicki Hollub, its boss, “made nothing but sense”. The pithiest explanation came from Charlie Munger, Mr Buffett’s long-standing sidekick: “We found some things we preferred owning to treasury bills.”Listen to this story. Enjoy more audio and podcasts on More

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    Is travelling to work always a waste of time?

    Americans are “always in a hurry”, wrote Alexis de Tocqueville in “Democracy in America”, his opus published in 1835. Until the covid-19 pandemic, nowhere was this more evident in recent decades than in packed trains at peak times as people commuted to work. Listen to this story. Enjoy more audio and podcasts on More

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    South-East Asia’s tech firms take a battering

    Investors couldn’t get enough of South-East Asia’s consumer-technology giants a year ago. This year, they have been unable to log off quickly enough. Tech firms across the region are suffering. They have been buffeted by the same forces that have sent tech stocks globally tumbling by more than 20% this year. On top of this, surging inflation and the expectation of higher interest rates have diminished the appeal of companies which aim for rapid growth in the present with reliable profits only arriving sometime in the future.South-East Asia’s giants not only have to cope with the ills besetting tech firms worldwide, but also face a “last-in-first-out” problem. The region is not a large part of the allocation of many global portfolios, and investors who piled in at the later stages of the boom may have lost their appetite. This has pushed down valuations further than the global slump. Sea, the region’s largest listed tech firm, is a case in point.Sea’s market capitalisation is now $36bn, down from over $200bn late last year. The firm’s share price recorded another steep decline after it released quarterly results on August 16th. Revenues, mostly generated by Shopee, its e-commerce subsidiary, and Garena, its video-gaming arm, rose more slowly than expected, up by 29% year-on-year to $2.9bn. Tech companies globally are being punished for an inability to produce reliable income by investors now monomaniacally focused on cash generation. Sea’s free cashflow in the second quarter ran to minus $607m, the largest negative figure on record. Sea is not alone in its struggles. Grab, a Singaporean superapp offering deliveries, ride hailing, financial services and more, listed publicly in December. Its shares have since tumbled. Bukalapak, an Indonesian e-commerce firm which also listed last year, has seen its valuation drop by two-thirds over the past 12 months. GoTo, the Indonesian holding company that owns Gojek and Tokopedia after their merger in 2021, avoided the rout but its shares have languished in recent months.Grab’s second-quarter results, due after The Economist is published, and GoTo’s, unveiled on August 30th could bring better news, but Sea’s recent experience shows that the three firms’ ambitious plans for payments and financial technology, which require big investments and many years to grow, do not suit impatient investors.Amid the gloom there are some reasons for cheer. Emerging-market equity-fund allocations to the region have risen slightly this year, notes Steven Holden of Copley Fund Research, as fund managers have looked for alternatives to Russian equities. China’s crackdown on its tech companies also leaves investors looking for other places to park their money. Beyond listed firms, venture-capital activity has slowed but not collapsed. Capital raised for funds focused on the region this year stood at $8.3bn on August 22nd, compared to $13.2bn for all of last year, according to Preqin, a data provider. The sum invested in vc deals this year runs to $10.7bn, already more than the total for all but two previous years—2018 and 2021. Sustained interest in smaller, private companies is good news for South-East Asia but does little for the pain of the larger listed ones. ■For more expert analysis of the biggest stories in economics, business and markets, sign up to Money Talks, our weekly newsletter. More

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    A tidal wave of returns hits the e-commerce industry

    Getting a package delivered is easy. Sending it back is not. Repacking, printing labels and shipping it back up to the seller is an increasingly familiar experience for online shoppers. In America 21% of online orders, worth some $218bn, were returned in 2021, according to the National Retail Federation, up from 18% in 2020. For clothing and shoes it can reach around 40%. It is a headache for retailers. Listen to this story. Enjoy more audio and podcasts on More