Downgrading America?

create safe, reliable energy. That solves several problems, including what to do with nuclear waste, how to diminish the supply of materials for terrorist bombs, and how to decrease reliance on foreign oil. For the past four decades, we have systematically underinvested in nuclear technology, which is tragic.

I could give scores of examples of new ventures in the economy that have the potential to create a boom here and abroad. There are potential cures for diseases like diabetes. There are fabulous companies focused on delivering high quality affordable health to millions. There are thousands of social entrepreneurs trying to improve education and social services. We just need to create a context in which they can thrive.

Instead, what we have done in the U.S. is to impose the greatest imaginable tax on hope and opportunity. We have created a corrosive, divisive context of uncertainty, blame and retribution. Consider, for example, young people pursuing a career in science. Already, such careers are fraught with risk as access to funding for research grows tighter. Now, in the grand compromise over the debt ceiling, we have offered up the prospect that funding at organizations like NIH and NSF will get arbitrarily cut by almost 10 percent. Help me out—does that increase or decrease the supply of great people to careers in research? Does it create opportunity for all? I don’t think so.

The other day in a conversation with my officemate, I called current politicians twits. He objected. I now agree, my assessment was an insult to twits everywhere. Though our politicians are inept, private action can overcome partisan haggling and incompetence. America is a great country because it has citizens who constantly search for new ways to improve the world. We have willing investors. We view crises as opportunities. We, the non-politicians, need to accept responsibility for fixing the country and get to it.

In 1974, the Dow Jones Industrial Average was approximately 600. Today, even as the market plunges, an investment of $1 in 1974 would be worth approximately $50. The real rate of return over the period would have been 7 percent per year, not too shabby considering how depressing the start of the period was. I suspect that 10 or 20 years from now, we will look back in like fashion, marveling at how hopeless August of 2011 seemed, and how resilient and resourceful Americans were in helping her get her mojo back.

Author: William A. Sahlman

William Sahlman is the Dimitri V. D'Arbeloff – Class of 1955 Professor of Business Administration at Harvard Business School. The d'Arbeloff Chair was established in 1986 to support teaching and research on the entrepreneurial process. Mr. Sahlman received an A.B. degree in Economics from Princeton University, an M.B.A. from Harvard University, and a Ph.D. in Business Economics, also from Harvard. His research focuses on the investment and financing decisions made in entrepreneurial ventures at all stages in their development. Mr. Sahlman has written numerous articles on topics including entrepreneurial management, venture capital and private equity, deal structuring, and the role of entrepreneurship in the global economy. In 1985, Mr. Sahlman introduced a new second-year elective course called Entrepreneurial Finance. That course has been taken by over 8,000 students since it was first offered. Mr. Sahlman and an HBS co-author, Paul Gompers, published a casebook in 2002 entitled Entrepreneurial Finance (Wiley). In 2000, he helped introduce and teach a new course in the first year called The Entrepreneurial Manager. In 2006, he and HBS co-authors, Michael J. Roberts, Howard H. Stevenson, Paul Marshall, and Richard G. Hamermesh, published a casebook entitled New Business Ventures and the Entrepreneur (McGraw Hill - Irwin). Mr. Sahlman has developed over 170 cases and notes for classroom use. Mr. Sahlman is Associate Dean for External Relations. From 2006 to 2009, he was Senior Associate Dean for External Relations. He was co-chair of the Entrepreneurial Management Unit from 1999 to 2002. From 1991 to 1999, he was Senior Associate Dean, Director of Publishing Activities, and chairman of the board for Harvard Business School Publishing Corporation. From 1990 to 1991, he was chairman of the Harvard University Advisory Committee on Shareholder Responsibility. He is a member of the board of directors or board of advisors of several private companies and not-for-profit organizations.