Adam Gonnerman

The following is adapted from an essay I wrote a few years ago as part of my graduate program at Avila University . CEO pay is not a new topic. Both texts I read for this module were written in 2006, and reference is made to as far back as 1992. Still, the political significance of this topic is near the forefront again with the accusations (and in places, embrace) of "socialism." It doesn't take a socialist to be fed up with the sky-high amounts CEOs are paid. Abigail Disney spoke for many of us when she said: "Jesus Christ himself isn't worth 500 times his median worker's pay." — Abigail Disney, filmmaker, Disney heiress, and Patriotic Millionaires member (Edgecliffe-Johnson, 2019) The Numbers Don't Lie Earlier this year USA Today published a list of the top 100 highest paid CEOs at major companies in the United States. The results demonstrate the immensity of the problem. At number 100 was Michael Kaufmann of Cardinal Health, whose most r...

The following is an adaptation of an essay I wrote a few years ago as part of my graduate program at Avila University .  Comparing an article by Milton Friedman written in the 1970s to one by a person in the 2000s seems a stretch, to say the least. The former won a Nobel Prize in Economics and was precise in explaining his ideology, and the attention-grabbing writing of our times doesn't hold up well in comparison, as I see it. And yet, I have to side with Joseph Hart on this one in saying that no, the sole social responsibility of business is not profits. Friedman argues that corporations are not people, and yet years later we are living with the consequences of the US Supreme Court deciding that corporations are people and entitled to all the same rights. Try putting a corporation in prison for any crimes, though, and you'll see the limits of its personhood. He then goes on to describe the purpose of a business to be making profit, and considers any use of funds for any p...

This is the last post in a short series on Uberlândia Development Initiatives (UDI), the nonprofit I helped found to support Estação Vida, a community center in Uberlândia, Brazil. The earlier posts covered the neighborhood UDI exists to serve and the story of getting the organization off the ground back in 2020. A few years have passed since then, and it's worth catching up on what's happened. From startup to established Founding a nonprofit is one thing; keeping it running is another. In December 2020, UDI was granted 501(c)(3) tax-exempt status by the IRS — the milestone that made every donation to the organization officially deductible for U.S. donors. That was the piece that had been missing the whole time: a legal, secure way for people outside Brazil to support Estação Vida's work. It then took time to build out banking and a reliable transfer process. In April 2023, UDI made its first donation via bank wire to Brazil. Those funds went toward installing a syst...

In my last post I introduced Shopping Park, an under-resourced neighborhood in Uberlândia, Brazil, and Estação Vida, the community center that's been serving its kids since 2004. What I didn't get into is how a graduate school capstone project turned into an actual nonprofit organization. By 2020 I'd spent about 12 years in project management, earned my PMP certification back in 2013, and was working on a Master's in Management. I needed a capstone project, and the pieces lined up: why not use it to build the thing I'd been quietly imagining for years — a U.S.-based organization that could receive donations and channel them to Estação Vida? The problem I was solving was a practical one. Sending money into a Brazilian bank account from abroad is a confusing process if you've never done it, and even once you manage it, the gift isn't tax-deductible for a U.S. donor. Estação Vida had a Portuguese-language site set up to receive local support, but nothing fo...

In 1997 I spent two months in the state of São Paulo on a mission internship, and something about Brazil got under my skin. I learned Portuguese there. A few trips later, in 2001, I moved to the country, got married, and started a family. Brazil has been part of my life ever since. Years later, I found myself living in Uberlândia — a city of more than 680,000 people in Brazil's interior, the fourth largest in that part of the country. It's a place with a genuinely good public bus system, a federal university, and private schools at every level, and it has a distinct character: a blend of urban ambition and rural roots that creates its own particular mix of ideas and culture. Within that city, though, there's a neighborhood that most visitors to Uberlândia would never see: Shopping Park. It's home to roughly 40,000 people, and it's been forming since the 1980s — largely without the basics that most of the city takes for granted. For years, residents had no reliab...

AI is nipping at the heels of outsourced BPO jobs in countries like India and the Philippines. I know people in the Philippines who can attest to the difficulty of finding such work already, before the full effects of AI are felt. The following video does an excellent deep-dive into the reality of BPO work in what may be the dawn of the AI era. 

 There is a pattern I have seen repeat across organizations of different sizes and industries. Teams adopt an Agile framework, populate their calendars with the right ceremonies, use the right vocabulary in standups, and then wonder why delivery feels just as slow and friction-filled as before. This is Agile Theatre: the performance of methodology without the substance of it. SAFe is perhaps the most visible example, a framework so dense with alignment meetings and coordination layers that the overhead of running it can quietly consume the productivity gains it was supposed to create. I have been thinking about this problem lately, and two frameworks have helped me sharpen my thinking: Agile² and DORA. The piece "Agile²" makes an argument worth sitting with. Agile, in its original form, was a correction to a specific failure mode: process worship. The Agile Manifesto pushed back against the idea that following a detailed plan was the same as delivering value. The uncomfortab...