ROBIN BLACKBURN

FINANCE AND THE FOURTH DIMENSION


Financialization now runs the gamut from corporate strategy to personal finance. It permeates everyday life, with more products that arise from the increasing commodification of the life course, such as student debt or personal pensions, as well as with the marketing of credit cards or the arrangement of mortgages. The individual is encouraged to think of himself or herself as a two-legged cost and profit centre, with financial concerns anxious to help them manage their income and outgoings, their debts and credit, by supplying their services and selling them their products. What is termed a financial product reflects not just what Slavoj Žižek, following Kojin Karatani, calls the ‘parallax view’, which considers demand as well as supply, the realization of surplus value as well as its extraction. [1] Finance also necessarily considers the temporal dimension. The entrepreneur who commits capital to a project is looking for a return tomorrow, and the market will not know whether they have achieved alpha, that is outperformance, until all the returns have been counted up. Exploitation is longitudinal. It takes time.

Financialization can most simply be defined as the growing and systemic power of finance and financial engineering. As such it is not an entirely novel phenomenon. But no account of contemporary capitalist development can ignore the scale of the financial sector’s recent expansion. As a percentage of total us corporate profits, financial-sector profits rose from 14 per cent in 1981 to 39 per cent in 2001. [2] As well as profits earned by banks, hedge funds, private equity concerns, fund managers and insurance houses, many large companies also organize finance divisions which make a large contribution to group profits. It is the growing exposure of all institutions and arrangements to the opportunities of financialization, as well as to the more familiar pressures of globalization, which has made the distribution of power within corporations and financial networks so fluctuating and unpredictable in recent decades. As Gérard Duménil and Dominique Lévy have analysed in these pages, financialized techniques have lent themselves to an extraordinary enrichment of financial intermediaries and of the corporate elite. The granting of stock options to top executives gave them a direct incentive to use loans to ramp up share price, by taking out bank loans and then using most of the proceeds to buy back shares. [3] Given their own remuneration levels, the finance houses were scarcely in a position to use their clout to rein in executive greed. The financial elite and the corporate elite need one another and financialized techniques have helped to cement the pact between them. [4]

In an important exchange, Giovanni Arrighi and Robert Pollin agreed that the most fundamental question concerning financial expansion is ‘where do the profits come from if not from the production and exchange of commodities?’ [5] The three possibilities they focused on were, firstly, where some capitalists were profiting at the expense of others; secondly, where capitalists as a whole are able to force a redistribution in their favour; and, thirdly, where transactions had allowed capitalists to shift their resources from less to more profitable fields. However, we should also take into account two dimensions internal to finance itself: firstly, the cost of generating finance functions and products; and secondly, efficiency gains in anticipating risk. The financial revolution of the last two decades has registered large potential gains in dealing with risk; but most of this gain has been swallowed by the rising costs of financial intermediation, made possible by monopoly and asymmetric information resources, and generated by escalating marketing and trading expenditures as well as extravagant remuneration.

In what follows I will examine aspects of financialization at the level of the corporation, and explore some of the fourth-dimensional operations of hedge funds, private equity, investment banks and pension funds, as well as some of the shadier aspects of financial practice, citing examples of profits which answer to one or another of the sources of financial gain and loss mentioned above. In some respects, these practices extend the realm of what I have called ‘grey capitalism’, in which relations of ownership and responsibility become weakened or blurred. We will also see that financialization creates a swathe of new services and ‘products’ for both corporations and individuals, which are bought because they allow the purchaser to make a future gain, stemming from outperformance, wise custodianship or superior risk abatement. Temporality is once again central here. The characteristic instruments of financialization are derivatives which are bound to wax or wane in exact relationship to an underlying asset or liability, futures contracts, or options (rights to buy or sell at some future date at a specified price). From the individual’s point of view the financial product—an annuity, a pension, a mortgage or an insurance contract—also ties current contributions to future benefits.

The expanding sphere and powers of the multi-tentacled investment banks—‘mind-boggling’ in their implications, according to the Economist—are well illustrated in the case of Goldman Sachs. As a recent survey pointed out, Goldman or an associated concern is involved in one third of all trades made in us equities. [6] The profits of investment banks arise not simply from their traditional underwriting and brokerage, from m&as (mergers and acquisitions) and ipos (initial public offerings), but increasingly from proprietary trading and risk arbitrage; namely, from positioning themselves and their clients in relationship to the wider impact of a merger or some other major event. The investment banks have great skill, a strategic location in information networks and massive computing power. They can adopt positions that enable them to gain from changes in relative prices whether or not a deal goes ahead. Once they know the lie of the land, they can devise a hedge for their client and also commit their own resources. As the Economist report pointedly enquires:

Would General Motors be better off if Goldman had merely sought out a buyer for the property arm of its financing operation, instead of itself joining the buyout group, as it recently did? The bank cites numerous times when it advised on a deal and then provided a hedge of some sort that immunized the buyer from risk. Goldman’s profit from the hedge (which is often the most lucrative part of the deal) is irrelevant, except that it means that Goldman as an adviser was not looking out only for the client. Is this bad? It is a matter of judgement. In terms of its investment banking Goldman now finds itself on so many sides of a deal simultaneously that the mind boggles.

More at: http://www.newleftreview.net/NLR27302.shtml

Post-modern deconstruction meets a leftist view of economics.

Goin' for baroque.

B