The Vision Pioneers Blog

by Miriam Garvi

Of all the research interviews I have done, one particular conversation still stands out in my mind. A serial entrepreneur, founder of a VC company and keynote speaker at many a growth event described himself as an «enlightened despot» whose leadership style was based on a fondness for what he called «doers» - meaning people who would execute strategy. Needless to add that in his world there were clear boundaries between «thinkers» and «doers», between the elite who could read the strategic game and lay out the next move and those who were to implement decisions and report back on their effect.

In other words, any real thinking should only be done by those behind the scenes?

As I was tracing the origins of the venture capital phenomenon, I became aware of how easily something is labeled «the solution», endorsed by those institutions which will give it credibility, and of the strong impact that such labeling will have on business and policies (see chapter 7 in my dissertation).

It is interesting to note how little attention is given to understanding a problem and the real causes of observed symptoms in favour of cure-all remedies. The promotion of microcredits, laureated with a Nobel peace price, illustrates this trend in a different setting.

Are cure-alls becoming the new religion? As long as someone is conveniently labeling the solution no one is asking us to think for ourselves. We are urged to buy into «inconvenient truths» and endorse whatever is promoted as the next panacea for growth, world poverty or for saving the planet.

But if we choose to put our faith in ideas and technologies that are placed on a pedestal, we will inevitably be deceived. Because real solutions demand that we go beyond the symptoms and ask ourselves why a particular choice is important and what goals are fulfilled in the process. There is no easy way out for true progress.

by Miriam Garvi

Last night I was listening to a seminar on modern leadership and the importance of setting magnetic goals.

Nowadays we look to the world of elite sports for leadership guidance and inspiration, a world where years of hard work and training are directed towards that single moment where everything must come together in an outstanding performance. So much of leadership practice seems to be bent on «pumping up our emotions», trying to create a positive emotional balance so as to motivate people to achieve pre-set targets.

When business is defined as climbing new peaks, then what we need from leadership really is quite simple: making people believe in the attainability of the seemingly unattainable and motivating people to stretch themselves so as to reach that target. With the help of visualization techniques and positive thinking, it becomes a matter of pumping up emotions as we push for new records.

But where is the guidance in the emotional magnetism of «feel good» targets? Such coaching cannot help us find the right direction, but it can boost our performance once we know where we want to go.

As I wrote in my previous post Sheltered moments, true progress can never be achieved unless we know the whys of where we are heading. And it requires the kind of dedication to a vision that transcends the volatility of our emotions, where people are committed to making a difference even in the face of adversity because they value the sense of meaning that is generated in the engagement.

by Miriam Garvi

There is a tune that is played quite frequently these days. It is the anthem of social responsibility.

Basically, the lyrics go like this:

• start off by condemning child labor
• then enter a few couplets on environmental concerns
• end with a chorus of «we make the world a better place…»

This pleasant song celebrating high-standing codes of ethics and morals confirms the virtues of the global corporation and dispels any doubts or uneasiness that we might feel about the globalization of production flows and the concentration of power in a few nodes - reminiscent of a «space of flows» à la Manuel Castells.

Outsourcing has become a global application of the «law of supply and demand in self-regulating markets». Multi-national corporations assure us of their high-standing social responsibilities. But beyond codes of ethics is a reality that seldom corresponds with what we profess. In the new ‘hinterlands’ overseas, away from the public eye, production is outsourced to production facilities which take us back to working conditions of the pre-industrial era - times where one man’s life and well-being carried little value because there would always be another individual ready to take his place.

The recent example of Bangladesh and GrameenPhone raises important questions. Is our consumption pattern sustainable in the long run? Or does it rely on other people’s desperation to work in countries which have little industrial history - such as Bangladesh - and where production costs can be kept at bay with minimal concern for security and environmental issues?

Sometimes when codes meet reality even the most pleasant of tunes rings false if you listen more intently, blurring the lines between corporate social responsibility and corporate social hypocrisy.

by Miriam Garvi

How rare yet precious it is to find a moment of quietness in-between the pressures and expectations of everyday life.

I often find myself wondering where we find room for contemplation and reflection in our hectic everyday lives. It seems that on most arenas we find ourselves in motion, caught in the urge to move things forward. But do we know where we are heading and do we know where we really want to go?

There are so many messages out there pushing the fear buttons; fear of standing alone, fear of a tainted reputation, fear of loss of investors’ confidence, fear of saturating markets, fear of loss of competitiveness etc. Juggling all these pressures and expectations makes it very difficult not to lose track of what really matters, as we are thrust into the mainstream direction.

Once in awhile there is that rare but precious moment where we are sheltered from all the noise of what we ought to do and how things ought to be done. And in that sheltered moment we may rediscover the freedom of thinking anew. True progress can never be achieved unless we know the whys of where we are heading, unless we step back and contemplate the future.

by Miriam Garvi

I once read an article by professor Peter Pruzan where he makes this reflection:

“With the aid of our time’s alchemists - economists - money has been transmuted from a means to the end.”

Let me give you a little illustration of this point. As I was interviewing various people for my dissertation, I sat down with an investment manager at the Skandia Group, an international savings company. When asked what his team were all about, the answer was plain and simple; «We’re small and square - money for our pension beneficiaries, money for our pension beneficiaries, money for our pension beneficiaries…». Small and square? Now there’s an answer that’ll fit right into a business growth matrix or a market plan!

It is amazing how the ‘language of money’ narrows down possible options to one single end, namely maximizing profit - or to be more up-to-date these days, increasing shareholder value. This language makes no room for any reflections on whether +5% is the kind of fulfilment we’re looking for or if it is in fact merely a means for developing and sustaining what we are doing. If it is the latter, then the language of money is doing us the disservice of diverting focus away from the fundamental things in business and life alike, by reducing what we talk about and what we think counts to the measurable and simplistic.

A man with a vision once said: “Business is not about dollars and cents so much as about building for the future.” That future calls us to go beyond the measurable and simplistic and start thinking about the bigger picture.

by Miriam Garvi

The other day I was walking around among the glass skyscrapers of Hong Kong.

In business ideals of competition and growth have been put on a pedestal. Markets are redefined so we can claim to be the best or the biggest at something - but what that something is is of little importance as long as we can claim the position. We take great pains to belong to the beautiful people, that exclusive crowd of world citizens who can walk through life in luxurious air-conditioned gallerias with marble flooring where the daily pains of the unfortunate are far from sight. Great image, but what’s our contribution to the world?

Some fifty years ago, venture capital pioneer Georges F. Doriot raised a challenge as he was teaching future business leaders at the Harvard Business School: “Do we want to build or merely enjoy what others ahead of us have made possible? Really, how can one enjoy anything if one is not building for the future of others? Remember that our happiness is in direct proportion to the contributions we make.”

In the era of image, we seem to have forgotten all about legacy - forgotten about the strong imprint that is made when somebody is dedicated to making a difference even when there is no instant pay-off in sight. Such pioneering initiatives inspire us to find our own way of making an enriching contribution.

Image is exclusive and lies in the eyes of the beholder. Legacy is a challenge for each and every one of us and it is there for the taking.

by Miriam Garvi

The highlight of a recent event sponsored by the local business community was a half-hour lecture by a price-winning speaker on how to be creative.

The recipe he offered for creativity was quite simple. «Question everything! And when in frustration suggest the alternative way of doing things!»

Besides the obvious busybody label for those who do not take the time to understand the context, purpose nor setting before offering their tuppence worth on betterment, the generous round of applause that followed really reflects an interesting trend: creativity has become a commodity so streamlined that its practice can be self-taught in an instant.

By the end of this creativity crash course, the speaker appealed to the audience to contribute any thoughts they might have on the topic for his current book in writing. «It has turned out to be quite the challenging topic, you see, so any ideas will be useful.» All contributions to be sent by sms.

And I who thought creativity had to do with creating something rather than scouting for something to offer.