Tag Archives: Roger Martin

Not enough money for Canadian business schools? Canada Foundation for Innovation replies

March 22, 2011 (http://www.frogheart.ca/?p=3151)  I posted about a  interview with Roger Martin, Dean of the Rotman School of Management at the University of Toronto, about Canadian business schools, innovation and research that was published in the March 16, 2011, Globe & Mail newspaper. (http://www.theglobeandmail.com/report-on-business/managing/business-education/canada-will-shrivel-under-business-school-neglect-dean-says/article1942997/page2/). In response to this interview question, Martin made the claim the Canada Foundation for Innovation funded a greater numbers of arts funding requests and humanities funding requests over business funding requests,

Wouldn’t some people argue leadership comes as much from the liberal arts and other social sciences?

We’re getting liberal arts education, but the arts are getting an incredibly rich allocation of the money at all levels. It is only business that is not.

Of all the money given out by the Canada Foundation for Innovation [CFI], a big federal grants program, nine times more has gone to arts and literature than to business. I am not even talking social and human sciences – that is 41 times.

The view is that having educated managers is not relevant to economic success. We assume we need educated lawyers to have good law firms; we need educated scientists to have good science; you need educated engineers to have good engineering, but in business it is assumed you do not need education.

There was a response from the president and CEO (chief executive officer) of the CFI in the March 18, 2011 issue of the Globe & Mail. The paper published an excerpt, this is the full text of the response (received by request from the CFI media relations coordinator, Yves Melanson),

I read with interest the report of your interview with Roger Martin in Wednesday’s edition of the Globe and Mail on the “Lack of government research funding for business education”. As President and CEO of the Canada Foundation for Innovation (CFI), I was particularly interested by the reference made to the CFI.

Your readers might be interested to know that the Canada Foundation for Innovation was created by the Government of Canada to support state-of-the-art infrastructure (facilities and equipment), in universities, colleges, research hospitals and non-profit research institutions, allowing them to: a) attract/retain the world’s top talent; b) conduct world-class research and technology development that leads to social, economic and environmental benefits to Canada; c) train the next generation of highly qualified personnel; and d) support private-sector innovation that strengthens Canada’s position in today’s knowledge economy.

The CFI is called upon to invest in equipment, laboratories, information databases and computing systems required by all researchers, including those in our business schools. The CFI does not allocate funding to any specific discipline or area of research. Applications are submitted by the institutions to the CFI and funding is awarded through highly competitive programs. All applications, whether they are in health, science or business administration are judged according to the same criteria – excellence and the benefits to Canada. Moreover, the CFI requires that applications be well aligned with the university’s overall Strategic Research Plan.

While the success rate of applications from business schools compares favourably to the overall CFI success rate, the number of applications from business schools is surprisingly low. Of the more than 900 applications in the humanities and social sciences that have been submitted to the CFI to date, only 50 came from business schools (with a 70% success rate). [emphasis mine] Researchers in our business schools have received CFI research infrastructure funding, and, given the high quality of their research, will no doubt receive more in the future. The CFI’s doors are open to business school researchers, and will remain so, but they must apply!

Gilles G. Patry
President and CEO
Canada Foundation for Innovation

I haven’t seen responses from the other funding agencies but based on this one from the CFI, it would seem that the business schools are not pursuing the grants available to them for research.

Innovation = more $$$ for business schools?

I’m trying to calm down but really!!!! Roger Martin, Dean of the Rotman School of Management at the University of Toronto gave the Globe & Mail an interview last week where he opined that Canadian business schools are not getting enough money which is, in turn, affecting innovation. I hope the interview is a form of performance art rather than a reflection of Martin’s thought processes.

(Please accept my apologies but I’m having trouble with my links today so I will have to give you the URLs.) From the March 16, 2011 article Canada will shrivel under business-school neglect, dean says (http://www.theglobeandmail.com/report-on-business/managing/business-education/canada-will-shrivel-under-business-school-neglect-dean-says/article1942997/page1/) by Gordon Pitts,

What makes a country prosperous is not investment in science and technology. [emphasis mine] It is businesses producing high paying jobs by having unique products and processes that a customer needs. Yet we have an economic development policy that focuses incredibly tightly on a very narrow part of the economy with no demonstration or proof that it is particularly helpful. Meanwhile, we complain about our companies not being innovative enough or globally competitive enough, and we send them off to battle with much less education than their competitors.

We hear people say, ‘Well, what we need are scientists and engineers running these companies because these are tech companies.’ But if we in Canada would like to have companies like Hewlett-Packard, IBM, Microsoft, Apple, Cisco and Intel, find out how many of their CEOs have science and tech degrees. The answer is there are a lot more MBAs than science and technology degrees.

All of the companies cited were founded by people with science and technology degrees as Nassif Ghoussoub in A business dean’s rant: Ignorance of the facts or pure “Chutzpah”? (http://ghoussoub.wordpress.com/2011/03/20/a-business-dean%E2%80%99s-rant-willful-ignorance-or-pure-%E2%80%9Cchutzpah%E2%80%9D/#more-3241), and James Colliander, Rotman Dean to Government: Give the Basic Research Funding to Business Schools not Scientists (http://blog.math.toronto.edu/colliand/2011/03/17/rotman-dean-wants-the-money-targeted-for-science-research-2/) note.

Martin never does explain how more business education money will actually translate into more innovation in Canada. In fact, he never explains how it has worked anywhere else. Strangely, he does not mention the latest economic meltdown due to business practices. If more education and research benefited business and the economy so much then why the meltdown that our US neighbours to the south have experienced so strongly? By Martin’s reckoning the US economy should be in much better condition than it is what with all that money going to support business students.

I was a little curious as to Martin’s own background and found this in an Aug. 1, 2006 article by Robert Berner for Bloomberg Business Week (from http://www.businessweek.com/magazine/content/05_31/b3945417.htm_),

A Canadian native and graduate of Harvard Business School, the 48-year-old Martin left a position as co-head of a consulting firm to take the Rotman post. He’s working with Patrick Whitney, director of the Institute of Design, and David Kelley, co-founder of design consultancy IDEO and head of the new Stanford Design School, to create a new design-based curriculum that can be used in business schools. Martin practices what he preaches: He advises Procter & Gamble Co. (PG ) chief A.G. Lafley, among other chief executives.

So let me get this. The dean of a business school whose own educational background appears to be largely business (according to the Wikipedia essay about him [http://en.wikipedia.org/wiki/Roger_Martin], he has a Bachelor of Arts in Economics from Harvard College in addition to his MBA from Harvard Business School) and who worked as a management consultant prior to becoming a dean thinks that Canadians need more business education. What’s that old saying? If you’re a hammer, everything looks like a nail.

As for the statistics he offers about the amount of research money going to business (from the Pitts article),

For example, of federal research money from the three major funding councils, business gets 1.7 per cent of the funding but it gets 17 per cent of the students. Health Sciences have 36 per cent of funding and 11.2 per cent of students – and that’s understandable with all that expensive R&D. Natural sciences and engineering have 39 per cent of funding and 28 per cent of students.

In all the social sciences and humanities, except business, there are 44 per cent of students and 24 per cent of research funding. So the social sciences get hit, but their hit is less than 2 to 1. In business – which is all about making our country competitive – it’s a 10 to one cut.

It does seem a pretty pitiful amount of research money is going to business research (Note: I would like to know how Martin has derived his statistics). Mind you a fair amount of the material produced by Statistics Canada is used for business research purposes while a lot of the quantitative social science research has to be gathered by the social scientists themselves. And, Nassif points out that a big chunk of the 2009 budget research money going for  social sciences and humanities research was in fact intended for business studies.

… we should not forget that, as recently as 2009, business schools got a preferential treatment from the federal government. Indeed, after having cut the Tri-council by 5%, the 2009 stimulus federal budget proceeded to earmark the $17.5-million assigned to SSHRC for graduate scholarships towards students in business and finance.

Business is making inroads in many areas not just in social sciences and humanities funding. A March 20, 2011 article by Tom Spears for the Ottawa Citizen indicates that business and economic interests will be driving research in this country in a way that should warm Martin’s heart (from http://www.ottawacitizen.com/business/boss+orders+scientists+focus+market+drivers/4472949/story.html),

There’s radical change at the National Research Council, Canada’s biggest science institute, as the new president orders all staff to direct research toward boosting economic development and technology, with less time for pure science.

Starting this spring, 20 per cent of research money, and all the capital funds that buy expensive lab equipment, will be removed from existing budgets and directed where the president and vice-presidents choose.

Eventually, 80 per cent of research funds will be redirected this way.

NRC president John McDougall has announced to all staff that he wants research that is “successfully deployed and used to benefit our customers and partners in industry and government.”

His memo, dated March 2, warns that “history is an anchor that ties us to the past rather than a sail that catches the wind to power us forward.” [emphasis mine]

The new system, with most funding awarded by top management, will put existing staff in a position of having to apply to their employer to keep doing their own work. So far, they aren’t faring well: McDougall notes that his scientists have suggested more than 70 research areas. But most of these have no clear “market driver” or “purposeful direction,” he writes.

If business education is in as much trouble as Martin suggests, I’d like to see data that supports his thesis rather than a lot of numbers being thrown about and what amounts to performance art for the Globe and Mail.

By the way, Tom Jenkins, the head of the expert panel that convened the public consultation on innovation (it’s correct title is: A Review of Federal Support to Research and Development), is the Executive Chairman and Chief Strategy Officer for Open Text. From the Open Text webpage about the Board of Directors (http://www.opentext.com/2/global/company/company-directors.htm),

Mr. Jenkins is Executive Chairman and Chief Strategy Officer for OpenText. From 1994 to 2005, Mr.Jenkins was President, then Chief Executive Officer and then from 2005 to present, Chief Strategy Officer of OpenText. Mr. Jenkins has served as a Director of OpenText since 1994 and as its Chairman since 1998. In addition to his OpenText responsibilities, Mr.Jenkins is the Chair of the federal centre of excellence Canadian Digital Media Network (CDMN). He is also an appointed member of the Social Sciences and Humanities Research Council of Canada (SSHRC), past appointed member of the Government of Canada’s Competition Policy Review Panel and past appointed member of the Province of Ontario’s Ontario Commercialization Network Review Committee (OCN). Mr.Jenkins is also a member of the board of BMC Software, Inc. a software corporation based in Houston, Texas. He is also a member of the University of Waterloo Engineering Dean’s Advisory Council, GRAND, the federal research centre of excellence for digital media, a director of the C.D. Howe Institute, a director of the Canadian International Council (CIC) and a director of the Canadian Council of Chief Executives (CCCE). Mr.Jenkins received an M.B.A. in entrepreneurship & technology management from Schulich School of Business at York University, an M.A.Sc. in electrical engineering from the University of Toronto and a B.Eng.& Mgt. in Engineering Physics and Commerce from McMaster University. [emphases mine]

I gather Mr. Jenkins decided on an education that spans both engineering and business.  Perhaps innovation is better served by multidisciplinary interests over the single-minded pursuit of more money for the Rotman School of Management.

ETA April 20, 2011: Nature has weighed in about John McDougall and his National Research Council directives (from the April 19, 2011 news article by Hannah Hoag),

Canada’s largest research entity has a new focus — and some disaffected scientists. On 1 April, the National Research Council (NRC), made up of more than 20 institutes and programmes with a total annual budget larger than Can$1 billion (US$1 billion), switched to a funding strategy that downplays basic research in favour of programmes designed to attract industry partners and generate revenue. Some researchers suggest that the shift is politically driven, because it brings the agency into philosophical alignment with the governing Conservative Party of Canada, which is in the middle of an election campaign.

Tom Brzustowski, who studies commercialization of innovation at the University of Ottawa, says that the adjustment to the NRC’s focus will support areas that have been weak. “By focusing on the flagship programmes there is still room to do the whole spectrum of research. It’s a good strategic move,” he says.

But the news has rekindled anxiety over how Canada’s government has been directing science funding — criticisms that have grown sharper as the federal election on 2 May [2011] approaches.

Canadian business triumphs again! US company acquires Cananano Technologies

As I have noted on more than one occasion, the ‘success’ model in Canadian technology-based businesses is predicated on a buy-out, i.e. develop and grow your business so you can sell it and retire. The news about Canadian Nano Technologies (Canano) fits very well into this model. From the Jan. 12, 2011 news item on Nanotechnology Now,

Arkansas-based NanoMech, Inc. announced today that it has acquired Canadian Nano Technologies, LLC (Canano).

Canano (www.CanadianNano.com) provides custom engineered nanopowders designed to solve unique problems, adding value to products that span multiple industries including electronics, agriculture, solar energy, and aerospace. The company was founded to develop and commercialize applications of pure metal nanopowders. Using a proprietary gas condensation process partially based on research carried out at Los Alamos National Laboratory, Canano produces a wide variety of high-quality nanoparticles. Their proprietary process is unique and offers significant improvements over other nanoparticle production/collection processes.

NanoMech is a leading designer and manufacturer of nanoparticle-based additives, coatings and coating deposition systems.

Richard Tacker, Founder and CEO of Canano said, “Our customers have seen the value that our custom-engineered nanopowders bring to their products, and as a result the demand for our materials is growing rapidly. By joining NanoMech we can take advantage of their excellent management team, nanomanufacturing expertise, and scale up our production capacity to serve existing and future customers.”

The Canadian technology certainly has some interesting applications,

The nanopowder technology applications include advance methods of improving: nutrient replacement fertilizers and environmentally safe pesticides and conductive inks for printed circuit boards, RFID’s, photovoltaic printed solar cells, solar connectors, surface coatings, new generation ballistics, RF shielding, self-cleaning surfaces, solar heaters, condensers , silicon wafers, solid rocket fuels, and primers. Other applications include textiles, nano fabrics for clothing and car seat covers, odor free materials, cosmetics, sunscreens, deodorants, lip balm, cleansing products, surface protectants, cleaning chemicals, antibacterial coatings, scratch resistant surfaces, thermal barriers, super hydrophobic, dielectrics, wound dressings, lighter, stronger sports equipment, smart materials, air purifiers, water filtration and bio-aerosols, safety, sun and high definition glasses, non-reflective and smart shielding, odor free refrigerators and washing machines, automotive parts, chip resistant paints, non-corrosives, cement, concrete, and fuel savers, and much more.

Meanwhile, the discussion about innovation in Canada continues as we try to figure out why we aren’t better at innovating as per a Jan. 12, 2011 article by John Lorinc for University Affairs. (Thanks to Rob Annan for the tip via Twitter.) Lorinc notes in his article,

In its ninth report on the state of Ontario’s competitiveness, the task force headed by Roger Martin, dean of the University of Toronto’s Joseph L. Rotman School of Management, argues that low productivity in the country’s manufacturing heartland has led to low prosperity, revealing an “innovation gap.” Professor Martin writes that public policy is more concerned with science-driven inventions that, while very important to society, won’t necessarily lead to products and services that consumers want – and thus products and services that could improve Ontario’s innovation capabilities. [emphasis mine]

I am not sure that a focus on ‘science-driven inventions’ is the big problem. Certainly our inventions seem attractive to large foreign companies and corporations as per the Canano experience and many others. The article even points out that Apple is currently pursuing RIM, which is, for now, the largest Canadian technology company.

The perspective from William Polushin from McGill  is closer to my own,

For many years, William Polushin has taught a core international business undergraduate course at McGill University’s Desautels Faculty of Management. Each year Mr. Polushin (who’s also founding director of the Desautels program for international competitiveness, trade and innovation) polls his students about their attitudes towards entrepreneurship and innovation by asking whether they see themselves as the next Bill Gates – in other words, as individuals who will come up with an innovation that could be a game-changer. Year after year, the response rate is consistent: only about 10 percent say they see themselves in this kind of role. By comparison, at a recent conference on North American competitiveness in Mexico City, he asked the students in the audience to raise their hands if they saw themselves running their own businesses in the future. “Well over half put up their hands,” he says.

The results of his straw polls tell a story. Canada has not been especially successful at fostering an innovation mindset among successive generations of business grads and entrepreneurs. Mr. Polushin says, “We don’t have a strong risk orientation in our own country.” [emphasis mine] Most of his students aspire to work in large companies, even though the supply of Canadian-based multinationals continues to shrink due to consolidation. The result, he says, is that much R&D and innovation activity occurs elsewhere.

For a bit of contrast,

Although he’s based at the epicentre of Ottawa’s policy machinery, veteran Statistics Canada economist John Baldwin has a message that runs sharply counter to much of the conventional wisdom that emanates from the capital’s think tanks. “There’s an awful lot of innovation taking place,” says Dr. Baldwin, director of StatsCan’s economic analysis division. The problem is that Canadian policy doesn’t recognize it as such.

I think that’s true too and illustrates the point that discussion about innovation in Canada is complex and nuanced. I recommend reading Lorinc’s entire article.

Todd Babiuk’s article for the Edmonton Journal, Canada failing to create culture of innovation, provides an insider’s perspective from Peter Hackett,

He was, for five years, the president and CEO of a now-shuttered endowment fund called Alberta Ingenuity. The mandate of Alberta Ingenuity, devised to be independent of the provincial government, was to encourage and support innovation in science, technology and engineering. This innovation would lead to spinoff companies that would create fabulous wealth and opportunity for Albertans, attract talented people, and diversify the economy.

Then, all of a sudden, he wasn’t the president and CEO of an independent organization. Alberta Ingenuity has been replaced by Alberta Innovates, and it is operated by the department of Advanced Education and Technology.

“What I take from it, in terms of lessons, is it’s thrilling to watch a group of people take a great product to the market,” said Hackett, in his current office at the University of Alberta’s National Institute for Nanotechnology, where he is a fellow. Before he arrived in Alberta, Hackett did similar work at the National Research Council in Ottawa, spinning Canadian research into businesses.

“But in 15 years of an innovation agenda, honestly,” he said, “governments have accomplished nothing.”

On a YouTube video shot at the Canadian Science Policy Centre in late 2010, Hackett criticizes the Canadian government’s unhelpful and backward interventions into business, through the tax system.

If you’re making a profit, we’re going to help you. But if you’re growing, we won’t. [emphasis mine] In the U.S., it’s completely the other way around. That’s why they have a lot of small companies that grow into big companies.”

In the same video he outlines, briefly and rather devastatingly, the problem with venture capital in Canada. “Government’s intervention into venture capital has ruined the ability for Canadian companies to grow,” he says.

… “We created a tax break for investing in venture capital,” he said, in his office. “So it was about the tax break, not this great company: Facebook, whatever you like. It’s absurd!”

Point well taken regarding the tax break for venture capital. As I recall, there were similar issues with film funding tax breaks. These were addressed and finally, real movies as opposed to ‘tax break’ movies got funded. Part of the problem with government tax programmes such as tax breaks for venture capital funding or film funding is the law of unintended (and counterproductive) consequences and the extraordinarily long time it takes to resolve them.

There was one other point in Hackett’s interview, “If you’re making a profit, we’re going to help you. But if you’re growing, we won’t,” which is well illustrated by Rob Annan’s Nov. 30, 2010 posting (on the Researcher Form blog) where he discusses this phenomenon in the context of Medicago,

Medicago is a Canadian company that produces vaccines in tobacco plants instead of using traditional egg-production techniques. This allows a much more rapid development and deployment of seasonal and pandemic vaccines. Their proprietary technology, currently in phase I and II clinical trials, was developed in Canada thanks in part to government funding …

They’ve been awarded numerous Canadian business and technology awards. They have translated these investments and successes into millions of dollars in private sector investment and a public listing on the TSX. Not bad for a company based out of Quebec City.

So what’s wrong with this obvious success story?

Medicago made the news this week because the US Department of Defense is investing $21-million to build a 90,000 sq ft state-of-the art production facility in North Carolina. The facility will be able to produce 120-million pandemic vaccine doses annually or 40-million seasonal vaccine doses annually. In a news release, the US government recognizes the company’s ability to bolster domestic vaccine supply, respond more rapidly than traditional methods, and bring “hundreds of good paying jobs” to the region.

The 90,000 sq ft facility in North Carolina will dwarf the current estimated 15,000 sq ft dedicated to production in Quebec City, and will inevitably shift the company’s focus south.

The Canadian government’s response?

According to CBC news, Health Canada remains committed to egg-based vaccines …

While it’s discouraging to read about, I like to find hope in the fact that innovation in Canada is being discussed and folks seem to be interested in finding ways to promote and nurture innovation in Canada.

Industrial production of carbon nanotubes?; Portland Art Museum’s China exhibit; scientific business not a good idea

We hear a lot of hype about all the new products and materials that nanotechnology will make possible for us but it’s always at some unspecified future date or  something like ‘it will come to market in three to five years or, five to seven years’.  I’m still waiting for self-cleaning windows which, as far as I know, no one has promised to bring market at any time (sigh). There is a ray of light regarding new carbon nanotube-based materials according to an article by Michael Berger on Nanowerk. From the article,

For years now, nanotechnology researchers have been promising us carbon nanotubes as the basis for numerous breakthrough applications such as multifunctional high-strength fibres, coatings and transparent conducting films. Not to mention as a cure for cancer (see “Horeradish, carbon nanotubes and cancer therapy”) and a solution to the energy crisis. … CNTs are notoriously difficult to work with and, because researchers haven’t found efficient ways yet to assemble them, the resulting materials demonstrate only a small fraction of the possible single-object properties of CNTs. …

New research reported this week has now established an industrially relevant process for assembling carbon nanotubes that allows them to efficiently be made into fibers, coatings and films – the basic forms of material that can be used in engineering applications.

With the possibility of producing carbon nanotubes on a large scale, I would imagine some folks will be curious about health & safety and environmental issues. On occasion I’ve included information about research on carbon nanotubes and their resemblance to asbestos fibres. These carbon nanotubes are multi-walled carbon nanotubes (MWCNT) and the ones being made ready for industrial purposes in Berger’s article are single-walled CNTs. I have not come across anything yet which suggests that single-walled CNTs resemble asbestos fibres.

Back to China. The Portland (Oregon) Art Museum has a major exhibit called China Design Now according to an article by Steve McCallion, The Portland Art Museum Transforms an Art Exhibition into a Social Platform, in Fast Company. From the article,

As I mentioned in previous posts, the Portland Art Museum brought China Design Now, the London Victoria & Albert exhibit, to Portland to attract a new audience and elevate Portland’s cultural discourse to a global level. The exhibition documents China’s impressive advancement in graphics, fashion and design over the last 20 years. In my last post  I discussed how the Portland Art Museum used story and metaphor to make the exhibition even more meaningful. The museum’s most significant innovation, however, is not in the content of the exhibition–it’s the museum experience itself.

I’m very enthused about this and would dearly love to get to Portland to experience the various shows, that’s right plural–shows not show. The museum folks encouraged artists and people working in galleries to put on their own shows as part of a larger dialog for Portland. The art museum also extended itself online,

To extend community involvement online, the museum created CDNPDX.org where sixteen different blog editors from the community contribute content and editorial perspectives daily. They are not museum employees, but people from the community that have insight into China and/or design, and are willing to contribute to the discourse for free.

While including potentially offensive underground comics and “amateur” art may make some traditional museum-goers uncomfortable, the museum believes that inviting people to be part of the experience is necessary to remain relevant and worth the risk.

Meanwhile at the Vancouver Art Gallery, we continue with the traditional art museum experience (sigh).

Following my concerns about introducing scientific methods into government bureaucracies, I found this somewhat related article by Linda Tischler (in Fast Company) about scientific methods in business. From the article, a portion of the interview with Roger Martin, Dean of the Rotman School of Management at the University of Toronto,

Martin: Well, yes. With every good thing in life, there’s often a dark shadow. The march of science is good, and corporations are being run more scientifically. But what they analyze is the past. And if the future is not exactly like the past, or there are things happening that are hard to measure scientifically, they get ignored. Corporations are pushing analytical thinking so far that it’s become unproductive. The future has no legitimacy for analytical thinkers.

Fast Company: What’s the alternative?

Martin: New ideas must come from a new kind of thinking. The American pragmatist Charles Sanders Peirce called it abductive logic. It’s a logical leap of the mind that you can’t prove from past data.

Fast Company: I can’t see many CEOs being comfortable with that!

Martin: Why not? The scientific method starts with a hypothesis. It’s often what happens in the shower or when an apple hits you on the head. It’s what we call ‘intuitive thinking.’ Its purpose is to know without explicit reasoning.

I’m relieved to see that Martin points out that scientific thinking does require creativity but his point that things which are hard to measure scientifically get ignored is well taken. While scientific breakthroughs often arise from a creative leap, the work (using the scientific method) to achieve that leap is painstaking and the narratives within the field tend to ignore the creative element. This is almost the opposite of an artistic or creative endeavour which also requires a creative leap and painstaking work to achieve but where narrative focuses primarily on the creative.

The scientific method for many is considered to be  rigorously objective and inspires a certain faith (at times, religious in its intensity). It is a tool and a very effective tool in some, not all, situations. After all, you use a hammer ti build something with a nail, you don’t use it to paint your walls.

As for the Thomson Reuters report on China, I tried but had no joy when trying to retrieve it.