Rory Sutherland

These things, these kind of, these winner-take-all effects in a globalized economy are actually problematic because they're like the gray squirrel. You know, they eliminate the indigenous alternative.

Yeah, yeah. It is a problem. You know, I mean, and likewise, you know, the discussion of AI relative to discussion of the importance of

Yeah, yeah. It is a problem. You know, I mean, and likewise, you know, the discussion of AI relative to discussion of the importance of

Yeah, yeah. It is a problem. You know, I mean, and likewise, you know, the discussion of AI relative to discussion of the importance of

zoom and remote working strikes me as off whack that actually over a longer time horizon um the importance of being able to have a conversation with anybody instantaneously on any continent in a group or individually strikes me as you know it's not far from teleportation And yet nobody's really talking about it. Nobody's developing hardware for it.

zoom and remote working strikes me as off whack that actually over a longer time horizon um the importance of being able to have a conversation with anybody instantaneously on any continent in a group or individually strikes me as you know it's not far from teleportation And yet nobody's really talking about it. Nobody's developing hardware for it.

zoom and remote working strikes me as off whack that actually over a longer time horizon um the importance of being able to have a conversation with anybody instantaneously on any continent in a group or individually strikes me as you know it's not far from teleportation And yet nobody's really talking about it. Nobody's developing hardware for it.

there's a great passage. It's only a small passage in John Kay's book, The Corporation in the 21st Century, which is his attack, largely, the whole book is an attack on the idea of the shareholder value movement. That the fundamental point is that the point of a corporation is not solely to generate shareholder value, but also the fact that the pursuit of a single metric is

there's a great passage. It's only a small passage in John Kay's book, The Corporation in the 21st Century, which is his attack, largely, the whole book is an attack on the idea of the shareholder value movement. That the fundamental point is that the point of a corporation is not solely to generate shareholder value, but also the fact that the pursuit of a single metric is

there's a great passage. It's only a small passage in John Kay's book, The Corporation in the 21st Century, which is his attack, largely, the whole book is an attack on the idea of the shareholder value movement. That the fundamental point is that the point of a corporation is not solely to generate shareholder value, but also the fact that the pursuit of a single metric is

is much less creative and much more likely to lead to value destruction, including for the shareholders, than the pursuit of multiple objectives, the triangulation of multiple objectives, which is looking after your employees, looking after your shareholders, looking after your customers, and looking after the wider society. Okay?

is much less creative and much more likely to lead to value destruction, including for the shareholders, than the pursuit of multiple objectives, the triangulation of multiple objectives, which is looking after your employees, looking after your shareholders, looking after your customers, and looking after the wider society. Okay?

is much less creative and much more likely to lead to value destruction, including for the shareholders, than the pursuit of multiple objectives, the triangulation of multiple objectives, which is looking after your employees, looking after your shareholders, looking after your customers, and looking after the wider society. Okay?

So a multidimensional objective from a company will probably lead to a greater variety of behaviors and a greater level of creativity than a single-minded kind of reductionist objective like short-term shareholder value maximization.

So a multidimensional objective from a company will probably lead to a greater variety of behaviors and a greater level of creativity than a single-minded kind of reductionist objective like short-term shareholder value maximization.

So a multidimensional objective from a company will probably lead to a greater variety of behaviors and a greater level of creativity than a single-minded kind of reductionist objective like short-term shareholder value maximization.

And one of Kay's points, which he makes, is that if you look at the companies that have been kicking around in the Fortune 500 or the FTSE or whatever for a long, long time, It's Nestle, it's Unilever, it's Procter & Gamble, it's Reckitt, okay? It's companies which have a large marketing function which keeps them rooted in the real but changing world of what customers really want, okay?

And one of Kay's points, which he makes, is that if you look at the companies that have been kicking around in the Fortune 500 or the FTSE or whatever for a long, long time, It's Nestle, it's Unilever, it's Procter & Gamble, it's Reckitt, okay? It's companies which have a large marketing function which keeps them rooted in the real but changing world of what customers really want, okay?

And one of Kay's points, which he makes, is that if you look at the companies that have been kicking around in the Fortune 500 or the FTSE or whatever for a long, long time, It's Nestle, it's Unilever, it's Procter & Gamble, it's Reckitt, okay? It's companies which have a large marketing function which keeps them rooted in the real but changing world of what customers really want, okay?

And keeps them alert to effectively exploring new forms of value exchange which are ever-changing with technology, taste, fashion, etc., And those companies, interestingly, seem to have a much greater level of survival than companies that effectively develop some proxy measure of success other than the marketplace and seek to pursue that. Now, pursuing success in the marketplace is more difficult.