The Right Roosevelt?
By David Ignatius
WashPost
Thursday, March 5, 2009
There has been a lot of speculation about whether Barack Obama can be another Roosevelt, but I wonder if we're talking about the right Roosevelt. In fixing the financial crisis, Obama could use a little less of FDR's affection for economic giantism and a little more of TR's zeal for trust-busting.
This week's $30 billion supplementary bailout for insurance behemoth AIG is a case in point. Keeping this insolvent monster on life support doesn't make sense. The company should have been dismantled when the crisis first hit last year, when the healthy parts could have been sold for a decent price. Treasury says that after this latest bailout, AIG should shrink and remake itself in smaller pieces. Better late than never, I guess.
Even AIG knows it's too big. "AIG's conglomerate structure is too complicated, unwieldy and opaque," said Edward Liddy, the company's new chief executive, who came in last fall to try to clean up the wreckage. The tragedy is that this was clear a few years ago, and nobody did anything about it. A former regulator remembers that AIG's transactions were so tangled and incomprehensible that it couldn't close its books on time -- yet nobody thought to call a halt.
(More here.)
WashPost
Thursday, March 5, 2009
There has been a lot of speculation about whether Barack Obama can be another Roosevelt, but I wonder if we're talking about the right Roosevelt. In fixing the financial crisis, Obama could use a little less of FDR's affection for economic giantism and a little more of TR's zeal for trust-busting.
This week's $30 billion supplementary bailout for insurance behemoth AIG is a case in point. Keeping this insolvent monster on life support doesn't make sense. The company should have been dismantled when the crisis first hit last year, when the healthy parts could have been sold for a decent price. Treasury says that after this latest bailout, AIG should shrink and remake itself in smaller pieces. Better late than never, I guess.
Even AIG knows it's too big. "AIG's conglomerate structure is too complicated, unwieldy and opaque," said Edward Liddy, the company's new chief executive, who came in last fall to try to clean up the wreckage. The tragedy is that this was clear a few years ago, and nobody did anything about it. A former regulator remembers that AIG's transactions were so tangled and incomprehensible that it couldn't close its books on time -- yet nobody thought to call a halt.
(More here.)
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