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FTC Overreach is Not the Way to Change the Antitrust Laws

By Morten Skroejer, Senior Director for Technology Competition Policy, Software & Information Industry Association mskroejer@siia.net

As someone wise in the exercise of power has counseled, “[p]reach the need for change, but never reform too much at once.” Every administration seeks to put its stamp on antitrust policy and enforcement. But astute agency leaders recognize that their time is limited, and that they are more likely to succeed if they seek incremental rather than wholesale change. The Federal Trade Commission (FTC) under Chair Khan is not heading that wisdom.

On a party line vote, the FTC last November issued a policy statement purporting to provide guidance on the scope of “unfair methods of competition” (UMC) under section 5 of the FTC Act. The guidance is sweeping, asserting the authority of a majority of the Commission to declare “unfair” business practices with which they disagree.

According to the statement, the “unfairness” determination will be made according to a two-part test. A first step will seek to determine whether the conduct in question is “coercive, exploitative, collusive, abusive, deceptive, predatory, or involve[s] the use of economic power,” or “otherwise restrictive or exclusionary.” After that, the inquiry will explore whether “[t]he conduct…tend[s] to negatively affect competitive conditions” by “affecting consumers, workers or other market participants.” These factors will then be “weighed according to a sliding scale,” and can include conduct that “may or may not be covered by the literal language of the antitrust laws or that may or may not fall into a “gap” in those laws.” The end goal seems to be something akin to the EU, where the Commission has substantial flexibility to go after companies on the basis of a hodgepodge of factors, most of which would not pass muster under U.S. antitrust law.

Since the statement is devoid of any attempt at defining the above-mentioned terms, no one, perhaps with the exception of Chair Khan and Commissioners Bedoya and Slaughter, knows what this would mean in practice. Nor is it clear if meeting the first part of the test would render the second part of the inquiry moot. What is clear is that the statement abandons the consumer welfare standard, which has been the lodestar of antitrust enforcement for the past four-plus decades. It also does away with the rule of reason standard, thereby eliminating the need for the agency to balance an agreement or conduct’s pro- and anti-competitive effects before rendering a decision.

The statement, by itself, is not legally binding since none of the procedural requirements that agencies must satisfy to establish “rules” were followed. That said, the guidance might still be used to extract concessions that the agency ordinarily would not be able to obtain, or get parties to abandon mergers that otherwise would have been approved. So, whether binding or not, the statement would clearly have a chilling effect, which is likely part of what is intended. A related question is whether the FTC possesses any substantive antitrust rulemaking authority at all.

It seems clear that FTC Chair Lina Khan intends for her statement to be more than a mere stunt that her supporters can hype on social media. Why else would she expend valuable political capital to publish something that has resulted in criticism from both the antitrust bar, where many have been left less than impressed? The most plausible explanation is that Chair Khan hopes to use the guidance to inform the FTC’s deliberations regarding future enforcement decisions and to engage in substantive UMC rulemaking. As a practical matter, however, that approach is unlikely to work.

Antitrust litigation is highly fact-specific, and any individual enforcement decision will therefore stand or fall on its own merits. In that sense, well-thought-out agency guidance can be helpful to those whose behavior it seeks to regulate. But the courts have been clear that the relevant test is whether the guidance provides at least “an inkling as to what they can lawfully do [and not leave them] in a state of complete unpredictability.” Given how vague the policy statement is about what section 5 actually means, it plainly fails to clear that bar.

A separate but related question is whether sections 5 and 6(g) of the FTC Act authorize the FTC to issue substantive antitrust “rules” or regulations. Based on its policy statement and the recent notice of proposed rulemaking on the use of non-compete clauses in employment contracts, the FTC’s current majority clearly thinks that it does. For at least three reasons, they are almost certainly wrong.

First, the FTC has only used its supposed antitrust rulemaking authority once. This happened in 1967, more than fifty years after the agency was established, when it promulgated the so-called “Tailored Clothing Rule,” a rule that was never enforced and later repealed. While not conclusive proof, the fact that no commissioner in the first half century of the FTC’s existence seems to have thought it could issue substantive antitrust rules, and no rulemaking has been tried since, creates a strong presumption that this claimed authority does, in fact, not exist.

Second, even assuming that Chair Khan’s mastery of the canons of statutory interpretation is such that she can discern authorities in the FTC Act and from the Congressional Record that virtually no past FTC commissioner, the courts, or others who have grappled with this issue have found, any substantive UMC rulemaking is likely to run headlong into what is known as the non-delegation doctrine. At its core, this doctrine holds that Congress cannot delegate its own legislative powers to a government agency, like the FTC, without providing some guidance (an “intelligible principle”) as to what a future rule must look like. Admittedly, the non-delegation doctrine has been sparsely used, but with the current makeup of the Supreme Court a revival is likely on the cards. And given the dearth of guidance on UMC rulemaking provided in the FTC Act, any action by the Commission in this area would be a ripe target.

Finally, if the FTC somehow found a way to overcome the first two objections to its substantive UMC rulemaking authority, the final, and likely insurmountable, challenge would be the Supreme Court’s newly robust application of the major questions doctrine. Like the non-delegation doctrine, major questions is a Court-developed doctrine that aims to protect the separation of powers. The Court recently defined the applicable standard as an expectation that “Congress … speak clearly when authorizing an agency to exercise powers of vast economic and political significance.”

Among the factors that a court must look at when deciding whether the doctrine applies are the scope of asserted rulemaking authority, whether the authorizing language is clear or ambiguous, and whether the agency has a history of using the claimed authority. In this instance, the policy statement claims sweeping powers that have only been asserted once in more than a century, based on, at best, ambiguous language. While a desire for wide latitude is understandable, it is both unwise and unlawful for an agency to try to stretch its mandate far beyond what Congress intended. Because of this, any attempt at substantive UMC rulemaking seems overwhelmingly likely to fail.

The FTC under Chair Khan is on a mission to fundamentally alter the focus of antitrust law from protecting the competitive process and the interests of consumers to include myriad competing, and at times inconsistent, priorities. Protecting workers, less efficient companies, and other equitable interests may be laudable and serve legitimate societal ends, but those are not factors that are relevant to a determination of whether the antitrust laws, including section 5 of the FTC Act, have been violated. Moreover, opining on these issues falls well outside the scope of the FTC’s experience and expertise. For all of these reasons, the FTC should rescind the policy statement and focus on its proper antitrust role, which is to enforce the law as it is.

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‘Each Generation Looks at Something Differently’; Takeaways From the BIMS Future of Work Panel

In a Keynote Panel at BIMS 2023 on Feb. 24, Jim Elliott of James G. Elliott Co., Inc. steered an all-star panel through an insightful, 55-minute discussion that touched on all of work’s biggest issues in 2023.

Kevin Turpin, president of the National Journal, Terri Travis, vice president of human resources, Industry Dive, and Nick Schacht, chief global development officer, SHRM, talked about the processes, pomp and circumstances of in-office vs. remote work—with Elliott asking just the right questions

One thing quickly became clear: It’s not a one-size-fits-all blueprint.

“To me, it became clear that many HR issues have become C-Suite issues,” Elliott began.  “There are no cookie-cutter solutions to challenges like managing in-office vs. remote work, taxes, company culture, HR laws that vary from state to state, and so on. Leaders must be aware of HR issues that will impact them.”

“Running a hybrid company brings challenges,” Turpin said. “Trying to manage a group that is in the office sometimes. There’s a fairness perspective [with in-person people vs. remote], but more importantly from a communications standpoint.

“People under 30, or even 27, they have very specific ideas about where they want to work,” Turpin added, pointing to the challenges of recruitment and retention. Skills development is crucial. Can that be done remotely? “They’re trying to be a professional.” Can that be fully accomplished without in-person interaction?

“We’re going back to the office two days a week,” Travis said. The most important question for her is, “’What is the purpose of going to the office?’ We’re trying to take the best of both worlds. We had a great onboarding process onsite and now pivoted to a great onboard experience remotely. You can’t rest on your laurels on how you execute those.”

Schacht somewhat downplayed this new work order. “We’ve always changed,” he said. “Some of us have been connecting from the road for 30 years. You learn to use new tools. We can hold on to things that we know.

“Look at the range of generations; there’s like six generations now in the workplace. Flexibility is one key thing. At SHRM, we’re doing three days in office, two at home. Adults will be adults. If you have a doctor’s appointment, go to that. We can add flexibility. But what is it particularly that young people want?”

“Each generation looks at something differently,” Travis said. “The similarity is that people want autonomy.”

“Leaders must embrace diversity of life-experience, including generational groups, and avoid the tendency to always impose their own generational biases,” Elliott said.

The panelists agreed about the positives of a bigger talent pool. “We can hire better talent than we could before,” Turpin (pictured) said. But it brings complications. “Where people work from now matters, given the tax laws. We now have a 135-person business registered in 12 states. Taxes is one thing but then being up on labor laws is another. It brings a level of risk. Does it really make sense [for us] to be registered in Minnesota? We have one employee there but when he leaves…

“The crystal ball is cloudy and clear,” Turpin continued. “What’s clear is we’re in a period of change. As a leader, you have to operate more in empathy and truth, and make choices [from those places]. Work can get done in different ways, but you still have to do the work.”

“Making sure we hold on to those processes,” Travis said. “In terms of frontline managers, that’s really key. That’s the group that will connect your culture to performance. You have to make sure we’re setting them up for success.”

Schacht agreed. “Things are changing more rapidly all the time. You can’t predict five years out. So you have to build processes that will keep us from moving too quickly.”

“We now do formal reviews twice a year,” Turpin said. “So the staff always knows where they stand. People who are top performers, we know we want them growing here.”

“Make sure you’re setting goals for people,” Travis said, pointing to the importance of leadership acceleration programs.

The subject changed to culture and the acquisitions that Industry Dive made—before being acquired itself by Informa last year. “Every action is different. There’s no cookie-cutter solution” for pulling different cultures together, Travis said. “You’re pulling the best of both companies. You’re acquiring [a company] for a reason. Sometimes you have to move slow to move fast. Our company is not hierarchical. Our CEO sits in the middle of the newsroom. Some people aren’t used to that.”

“Culture has to be important in any acquisition you make,” Schacht said. “What’s going to happen to the name and all that? Having communication that is consistent. We acquired two companies. Are these people going to be required to come in three days a week now. Yes, if you’re in the area. That still is the mother ship. If you re honest with it, people at least know what to expect.”

Travis spoke of a mistake they made with PTO, moving one set of personnel into the rules of another. Staff wasn’t happy, and they learned from it. “We earned a lot of points with our team that we were willing to make that change.”

Of course, artificial intelligence came up, as it did throughout BIMS. “AI will be good for efficiency,” Turpin said. “The nuance side of AI we don’t know—in recruiting, people management. But it’s certainly entering our businesses.”

“Where AI excels is in getting to think about things we didn’t think about before,” Schacht said. “AI is helping to tell me what to do.”

Last but in no way least, Turpin spoke of the importance of DEI. “Diversity is here; it’s not just the color of our skin, but experiences. It’s something we have to embrace. It can’t just be something we’re checking the boxes on. The majority of high school grads last year were people of color. It has to be infused into how we’re running our businesses.”

“People fear change,” Schacht said. “You have to make it okay to fail, provided they fail fast, smart and not repeatedly. The opposite of change is death.

“When we start labeling people and generations, we do ourselves a disservice. What I find useful is, what are the capabilities and competencies that can help a company grow? If we start focusing on language that way, we focus on people more. People want to know where they can find expertise.” That can come from the “oldest or youngest in an organization,” he said.

Asked about respecting the older employees in a company, Turpin suggested asking them to be mentors. “We do a lot of honoring of our staff,” he said.

“Consistency combats bias,” Travis added.

“I learned a lot about issues that affect my own multi-state operation from this discussion,” Elliott concluded.

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Video, Special Weeks and Storytelling Give These Organizations EXCELs and Sponsorships

Last year’s EXCEL Gold Extra! award went to The American Academy of Otolaryngology–Head and Neck Surgery for their Implicit Bias Video Series. They created 10 videos exploring examples of implicit bias. Written by practicing physicians, each video depicts an inappropriate interaction and then corrects it. The videos are “generously supported” by many sponsors.

In a video called How to Avoid Implicit Bias When Treating Older Patients, a doctor speaking to an 85 year-old woman and her daughter, assumes the older woman cannot handle any decisions and speaks over her to her daughter. It draws confusion and ill feelings. A second scene shows the doctor giving the patient much more respect with a far better outcome.

The high number of sponsors for the AAO-HNS videos shows that companies want to get behind initiatives that have positive impact.

Submitting your exceptional work for the 2023 EXCEL Awards—the Final Deadline has just been extended to Wednesday, March 8!—is a great way to earn much-deserved respect and appreciation. But it’s also a wonderful way to get the word out to others so they can benefit from your ideas—especially other members. Submitting a nomination can take as short as 15 minutes.

(Video is a category that could use more entries, along with Direct Mail; Social Media Presence; Newsletter Design, Redesign and Editorial Excellence; Blog Site; Websites; and DEI Initiatives.)

Here are more replicable ideas from the 2022 EXCEL winners (click here to enter 2023):

Develop videos to complement your publication. The Society of Actuaries’ Actuary Magazine website won a Gold EXCEL Award. The site features a section of Member Videos, where it’s impressive to watch Nikita Sabade talk about the “skill sets that I’ve found to be most important for actuaries on the job… make themselves vulnerable, communicate effectively with each other, listen actively to each other, and also be empathetic to how others are feeling.” Rolande Mbatchou (pictured) speaks about her journey from Cameroon to Paris to Chicago and the diversity she now sees in the field.

Build your audience with a special week. American Health Law Association’s Health Law Week won a Bronze EXCEL award for Best New Innovation. Many of the sessions and events for that week are open to the entire health law community free of charge. More events can be added throughout the year, so trending topics can be covered. AHLA sells $500, $1,000 and $2,000 sponsorships for Health Law Week—and a sponsorship page lists seven sponsors for 2022.

Highlight an underserved community. “This past May I earned my doctorate in physics, becoming the first Black woman to do so at Yale University. …Approximately 100 Black women have received a PhD in a physics-related field in the U.S…” Thus begins an essay from Brooke Russell on the Diversity and Inclusion site of Physics World, co-published with Physics Today as part of the American Institute of Physics’ #BlackInPhysics Week. The essay series won Gold for D&I Initiative Microsite. “#BlackInPhysics is a week dedicated not only to celebrating Black physicists and our contributions to the scientific community, but also to reveal a more complete picture of what a physicist looks like.”

How We PTA – encouraging change. In Best Pandemic Response Campaign, the National PTA did a storytelling campaign using “PTA” as a verb. “Learn How We PTA. Find inspiration from PTAs nationwide who have positively affected their communities with these stories of change that originated at the PTA with leaders just like you. Click a category below for stories about the power of the PTA… There’s no wrong way to PTA. However you do it, it’s all an investment in your child.” The positive message resonates strongly.

Find new stories. Anything Is Possible, a feature story from the National School Boards Association, won a Bronze EXCEL in Diversity and Inclusion Initiatives. “Aldine Independent School District’s Carver High School (Texas) offers award-winning programs in visual arts, vocal and instrumental music, dance, and theatre, giving its students—many of whom live in poverty—a safe environment to discover and be themselves.” The article included a series of moving photos. “We say it all the time: Your ZIP code is not your destiny,” says Aldine Superintendent LaTonya Goffney. “We want to make sure our students have the same opportunities and exposure to the arts as anyone, anywhere. They deserve it, and they benefit from it.”

Create a marketing guide. How to Sell Your Science: The Art of Science Communication, a special guide from ACS’s Chemical & Engineering News (C&EN)—a winner of a 2022 Gold EXCEL Award for Best New Innovation—attracted 408 subscribers from 49 countries in just the first two weeks. The writers are all science communication influencers “that represent the diversity of our audience, and the tone is personal and inspiring through the anecdotes and advice they share.” The guide was part of four email-courses that generated significant revenue in advertiser underwriting, allowing C&EN’s sales team to price and sell branded versions. Even the sign-up page has a thank you ad for funding support.

 

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AI, Remote First, Office Turned ‘Studio’ and Talent Take Center Stage in BIMS CEO Panel

“Audiences are now engaging with us 365 days a year, listening to a podcast, reading a newsletter, watching a webinar or something on demand. We’re embracing those opportunities.” GovExec CEO Tim Hartman and four other major media company CEOs laid out a 2023 blueprint, kicking off the first in-person BIMS since 2019, and definitely one for the—new—ages.

While the disruption caused by Covid and other societal forces led off Thursday’s Business Information & Media Summit opening CEO panel—“That’s a nice, easy question,” Endeavor Business Media CEO Chris Ferrell (seated far right) joked when asked about the future that lies ahead—it did not take long for the next big disruption to assume center stage.

But what’s most interesting is how panelists tied artificial intelligence to talent and growth.

“Peter [Goldstone, chairman of GovExec] and I and our board are hyper-planners; we think critically about the businesses we’re buying,” Hartman (second from right), GovExec CEO, said just a few minutes in. “Of the acquisitions we’ve made recently, 9 out of 10 operators have stayed with us. That person is usually very additive to our business in terms of talent. Our integration is off and running on day 1. We have a champion in that founder.

“The talent equation has been transformative for us. ChatGPT is the most disruptive [element] in my lifetime. Worrying about this, I thought who can I talk to that would really have a good strategy? [Most of] those founders are tech people; that’s where talent can really move the dial.” And that’s where Hartman turned.

“Just by communicating with those leadership teams,” he was able to get a good read on this new media order. “Move towards chat-based communication interfaces,” he advised. “Users will drive it faster than you think.”

To simply say that BIMS is back serves as an understatement to the 150-plus attendees in Orlando last week. BIMS set a new agenda.

Tim Andrews (center), CEO of Advertising Specialty Institute, wanted to know who else in his company was “playing with” AI. “’Let’s talk,’” he said in an internal email. “I got 20 emails back from people playing with it on their own time, 2/3 tech people. I was amazed by how much feedback I got… It’s scary how much better it generated leads than our internally written material.”

That led into a discussion of talent. Elizabeth Green (far left), CEO of Brief Media, a publisher in the veterinary space, spoke how being able to work remotely has given them a great opportunity to hire people beyond their Tulsa environs.

The unified commitment to remote work from the panelists opened up the question about the function of offices moving forward.

“We keep rethinking, ‘how do we use our physical space? What moments do we need to be together?’” Gemma Postlethwaite, CEO of Arizent, said. “So we replaced ‘office’ with ‘studio’ as a destination for clients to make meaningful connections. What are those meaningful connections? We’re challenging team leaders on how we are going to develop our talent”—especially when it comes to strategic planning and responding to ChatGPT.

“Let’s get everyone on to talk about it. Hybrid doesn’t work in my opinion; it goes back to that [idea of] second-class citizen,” where there might be advantages for those in the office. ”What are the meaningful ways to bring people together, to create innovation.”

While she’s “amazed by how much culture can be built around Zoom,” Postlethwaite does worry about the learning curves for her younger staff people. “How can they learn about the people they’re working with?”

“We’re in the office one day a week,” Andrews said. “I’m more interested right now in how we can better leverage Zoom with our customers? Incorporating it with a customer-service perspective.”

“We went fully remote during Covid, and we’re not going back,” Hartman said. “Gemma’s ‘studio’ is a great idea.”

“We have [staff] in 40 states,” Ferrell said. “We were a third remote before the pandemic, and now we’re 75%. We’re subleasing space and downsizing as leases come up. It’s changed the way I work.” He has two chairs—one gives him access to remote meetings. That’s now the one he sits in most of the day. Being remote “lets me participate in a lot more meetings; we have a Weekly Coffee With Chris for 10 or 12 employees who I usually don’t get to talk to and hear their concerns, what’s going well. We’re not going back.”

Green agreed that there is no going back, in many ways. “I don’t think the disruption is over,” she said. “We’ve seen new technologies. AI is not just changing what’s happening in the media, but in markets. We’re seeing veterinary disruptions in our market.”

“We’ll never have that stability again,” Andrews added.

“Everybody in this room is positioned well,” said Hartman. “Thinking back to 10 years ago, [the situation] was much more harrowing,” with data and digital transformation looming. “Look at the growth now, and you’re seeing a much healthier industry. Covid accelerated that and the thinking about what the new business would be. There will be a lot of risks and opportunities for everyone in this room. Follow where the customer is going.”

“It’s hard to be a small company in this space,” said Ferrell, who along with Hartman has overseen the most acquisitions over the last couple years. “Companies in this room have scale for multiple revenue streams. Our clients want us to do more than be a media company—lead gen, data, marketing. It’s more effective to pull small companies together into a whole. We are ruthless about migrating [our acquisitions] to our platforms—and onboarding them. We even built a platform to manage internal training and do some external work too. It’s important to have the systems in place to do that.”

More on a much-welcomed BIMS 2023 over the next few weeks.