No one can have failed to notice the brouhaha over the UK’s EU exit referendum and it has been difficult to develop any real understanding, but in this blog, Prof. Alasdair White of the United International Business Schools in Belgium offers some ‘facts’ and voices his opinion.
The basic situation
The United Kingdom held a referendum which asked whether people thought Britain should be in or out of the EU. This referendum was advisory and legally non-binding and does not have to be acted upon. However, it will be politically difficult to ignore it.
The referendum does not trigger the ‘we’re leaving’ clause (Art.50) which can only be done through the correct constitutional process of the United Kingdom. There is absolutely nothing that the EU can do to ‘force’ the UK to send an Art.50 letter and the UK Prime Minister, David Cameron, has announced that, as he has resigned, he cannot do anything about Art.50, which now falls to his successor to deal with. Under the Conservative Party constitution, there is a due process that has to be gone through before a new leader can be announced and can take office, and the earliest this can happen is mid-September. Thereafter, the new Prime Minister has to activate the due parliamentary process to obtain legal authority to submit the Art.50 letter.
The due process is that a Bill has to be introduced into the UK Parliament calling for the repeal of the European Communities Act of 1972. This then has to be passed by both Houses of Parliament, and until that happens, the new PM has no authority to instigate the Art.50 communication. It is highly likely, in the circumstances, that the earliest that the Art.50 ‘we’re leaving the EU’ letter can be sent is late September and more probably towards the end of this year.
Once the letter has been sent, the process of ‘divorce’ will start and that will take many years. Art.50 foresees a maximum of two years but also foresees that, with the agreement of the remaining Member States, this could take much longer. When the final agreement is reached, then, and only then, will the UK leave the EU. Until that happens, the earliest being in late 2018, the UK remains a full member of the EU with all the rights, privileges and obligations that entails, just as it was before the referendum.
No need to panic
This means there is no need to panic! Once the temporary shock of the announcement has calmed down and Brexit has been factored into the ‘markets’, things will continue much as before. However, in the short term it’s going to be an uncomfortable and possibly turbulent ride.
For entrepreneurs in the UK, Brexit presents risks and opportunities. If their business is focused on the home market (i.e. the current UK) then it is very probable that they will suffer little major impact. On the other hand, if they are focused on exports (or are major importers), then their access to the world markets will be determined by what ‘deal’ has been struck in the leaving negotiations and what trade deals the UK has managed to put in place. The most likely scenario is that imports will cost more (and in some cases, a lot more) and exports will face tariffs that will make the goods more expensive in the markets.
A further complexity for UK entrepreneurs is that any EU funds from which they benefit in terms of market access, research, development, growth funds, etc., will cease and may well not be replaced by corresponding UK funds – the ability of the UK to replace those funds will be influenced by the state of the UK economy, which the ‘experts’ predict will be weaker, smaller, with higher taxes and lower government spending.
For entrepreneurs in Europe, their focus should be on where their market is. If they are exporters to the UK, or importers from the UK, then the new tariff regime resulting from what ever ‘deal’ is negotiated will have an influence.
All in all, European entrepreneurs will face significantly less risk as a result of Brexit than will those in the UK. They will also face significantly less risk to their funding and borrowing structures. And, frankly, there is time to plan how to handle the risks both in the EU and in the UK, but this needs to be thought about as soon as the UK sends in its Art.50 ‘we’re leaving the EU’ letter.
As far as opportunities are concerned, well, any major change provides opportunities provided there is flexibility of response. Business as normal will not be an option if Brexit becomes a reality but there is time to develop new products and new markets, as well as putting different funding structures in place providing action is taken as soon as Art.50 is triggered.
So, for entrepreneurs in both the UK and the EU there is no need for panic about Brexit, but there is a need to do a risk analysis and to plan a response to those risks. There is also a need to develop a new approach to the changed market conditions. However, there is time for some serious but unhurried thinking providing that thinking starts soon.
We live in ‘interesting times’, but for the enterprising business person there are opportunities to be taken as well as risks to be minimised.
Having looked at the irrationality of human economic behaviour, Alasdair White takes another look at consumerism and concludes that major changes in consumer behaviour have already occurred, and that consumerism as we have experienced it for the last 70 years is now effectively dead.
Human behaviour is a response to stimuli experienced. The actual behaviour demonstrated is the result of learned responses that are deemed rational or irrational, acceptable or unacceptable, within the norms of a society or other bounded environment within which the person exists, and we all respond differently to different stimuli depending on the experiences we have had in the past. As a result there is no robust evidence that human behaviour is predictable at the individual level, but there is evidence that socialisation, fashion and societal norms play a strong part in governing behaviours and channelling them into what can be considered acceptable or normal. Our economic behaviour is no different.
In the developed or ‘old’ economies around the world and especially in Europe and North America, the dominant economic behaviour of the last 70 years has been based on ‘consumerism’ and its closely related cousin, ‘materialism’. Consumerism is a model in which an ‘economic actor’, the individual consumer, purchases a good (or service) which he or she does not necessarily need, uses it, and then disposes of it before the end of its useful life, before buying a replacement. Materialism is a ‘greed’ model in which we ‘value’ ourselves and others based on the material possessions we or they possess. And there are those who would argue these are the directed result of ‘capitalism’.
Now, the fact that materialism and consumerism are most obvious in capitalistic environments, and generally do not arise to the same extent in non-capitalistic environments, does not make ‘capitalism’ a causation factor as both are behavioural responses to psychological stimuli that exist outside the narrow definitions of the models developed in an attempt to explain our economic behaviour.
Let’s unpack the concepts so that what is really happening becomes clearer. Consumerism has an economic actor – a human engaged in deciding to buy from a supply of goods or services which he/she may not ‘need’. Now, a ‘need’ is a good or service that is essential to the economic actor’s survival in the environment which he inhabits. At the basic and most fundamental level, a ‘need’ is a physical or emotional requirement without which the human will die: according to the 20th century American psychologist, Abraham Maslow, these include food and drink, protection from the elements and other dangers inherent in the environment, air to breath, warmth, sex and sleep. This is, perhaps, too restrictive a definition in today’s environment and has been too narrowly interpreted. It has been suggested that such things as smartphones can also be considered ‘needs’, given that in the modern developed world it is virtually impossible to survive effectively without them – this is a moot point.
The definition then goes on to talk about ‘using the good’, which is self explanatory, and ‘disposing of the good before the end of its useful life’. Perhaps one of the most vivid examples of this is the above-mentioned smartphone: I frequently ask my graduate students about their smartphone and all claim it is, for them in their western European world, an essential, but all admit to having acquired at least one replacement smartphone before their existing one had ceased to function – indeed, most of my students are on their sixth or seventh smartphone.
Clearly for consumerism to exist there needs to be a large range of goods or services available but there also needs to be a ready supply of money in the form of discretionary disposable income. Disposable income is that part of the economic actor’s income (or funds) that is in excess of that which is required to fulfil real survival needs such as housing costs, food and accommodation and the whole range of what we have come to regard as the regular fixed expenses of our lives. Disposable income is, however, often subject to periodic spending cycles for such things as social needs and so, in this case, the term ‘discretionary’ refers to that proportion of the disposable income that the economic actor can choose to spend on goods or services that are non-periodic.
So far so obvious, perhaps, but in economic terms, discretionary disposable income is a direct result of the development of a middle-class. Prior to that, those at the bottom end of the economic scale, the vast majority of economic actors, had just enough income to enable them to cover their survival costs, and often not enough even for that. While those at the top of the economic scale, those who owned the business and the land, had plenty of discretionary disposable income but made up only a small fraction of the economic activity. Once a critical mass of middle-class is achieved, we see the development of those wishing to supply it.
In the 1930s, consumerism was a far-off event: the emergent middle-class had taken a battering with the Great Depression, the impoverished majority had little disposable income, never mind discretionary disposable income, and there was no real range of goods.
The start of World War Two changed all that and created all the conditions for consumerism to arise, first in the USA, then in Europe.
In the USA and the UK, the demands of warfare created a massive boom in innovation, both in terms of technology but also in methods of production with the adoption of advanced versions of Ford’s production-line manufacturing. It also brought a mass intake of women into the labour force … and these women found themselves for the first time as breadwinners, family decision-makers, and financially independent. All this played to the strengths of the ‘anglo-saxon’ national cultures (see the work of Geert Hofstede) with their high levels of individualism, independence, competitiveness and success-driven self-confidence, and their relatively low levels of hierarchical power distribution.
By the end of 1946, experience of the war had wrought a profound change in the societies of the USA (in particular) but also in the UK … they had won the war based on their industrial might and national characteristics and they wanted to reap the benefits. The men had put their lives on the line for six long years and wanted well-paid jobs that delivered a high sense of self-worth and delivered the material benefits of a changed world. The women, financially independent and used to making decisions, had no desire to return to the domestic existence that had been their lot pre-war. But for the manufacturing companies facing the end of the demand-driven boom years of the war, the change was potentially catastrophic: they urgently needed two things, (1) new product lines and (2) a strongly growing domestic demand plus export markets.
Manufacturing enterprises were the first to react and in a burst of innovation they quickly adapted the new technologies and production methods to producing items that matched the peace-time demands for labour-saving devices and the need to be released for domestic ties. Washing machines and refrigerators replaced tanks and planes, the vacuum-cleaner was developed, affordable cars replaced military vehicles, radio and then television were developed, and the whole lot were supported by the hard-sell strategies of the new advertising agencies as they ‘created’ the demand. All this was focused ruthlessly on the new aspiring middle-class families of suburban and small-town America … and they responded, creating an advertising-led, supply-driven or ‘push’ demand.
But there was a finite size to the domestic market and the US government was not slow in the creation of the Marshall Plan in which American funds were distributed to re-build war-ravished overseas economies so they could absorb the growing supply of US-made consumer goods. As early as the 1930s, manufacturers realised that selling just one unit to a buyer was wasteful and so designed their goods to become obsolete, no-longer functional and/or unfashionable after a certain time frame. By the late 1950s and throughout the 1960s, planned or built-in obsolescence was the norm, thus forcing buyers to continually upgrade or replace their appliances and goods. In 1960, Vance Packard, a cultural critic, published a book called The Waste Makers as an exposé of ‘the systematic attempt of business to make us wasteful, debt-ridden, permanently discontented individuals’ perpetually seeking the latest most fashionable version of products even though the current version still had life in it. Indeed, the post-war manufacturing boom created the consumer demand which led inexorably to the human economic actor becoming irrational to an extreme degree. Consumerism was a self-destructive and non-sustainable model but the consumers, faced with an ever growing and more sophisticated array of goods and unable to resist their debt-driven gorging, had accepted it as both desirable and inevitable.
The ability of advertisers to ‘create a demand’ for goods and the advances in miniaturisation and computing led to a second major wave of innovation in the 1990s, something that lasted until the early years of the 21st century. This second wave of innovation in manufactured goods started slowing before 2010 and is now finally well towards the bottom of the down-wave, and focus has shifted to making the current technologies do more with the development of software and ‘apps’.
Interestingly, politicians and economists have not fully understood the linkages inherent in the consumer model and it wasn’t until 2008, when the financial and banking sector imploded so spectacularly, that the debt-driven binge-buying that had created asset bubbles out of all proportion to their value finally registered with the consumer as being absolutely not in their self-interest, and they stopped spending, started saving, and reduced growth of western-style economies to almost zero. Inflation also shrank to almost 0%, something very much in the economic best interests of the consumer, but politicians beat their collective chests and appealed to the consumers to start spending again. Regulation was introduced to encourage individuals to return to being in debt, economists bleated about the need for inflation, politicians told their electorate they were being irresponsible by not spending or wasting their money … but the consumers have been resolute, mostly, and the great over-inflated consumer bubble has burst.
And with that burst bubble has come the inevitable result: manufacturing companies needed to downsize, stock piles grew and pushed prices down even further (very much in the rational self-interest of the human economic actor), manufacturers are more or less having to give away their goods just to generate cash-flow, technology and innovation has created new ways of doing business so there is a glut of commercial properties, both office and retail, people are using the technology to shop on-line and are better informed about the products thus making retail space much less important, which in itself results in the current glut of empty high-street shops, and even the huge generalist retailers are experiencing no or slowing growth, opening the way for artisanal and specialist retailers closely linked to their manufacturing base.
Having abandoned the self-destructive and irrational behaviour that drove the consumer model, the modern consumer is now more picky about what they buy and what service they expect, we have moved solidly away from a supply-side-driven push environment to a demand-side driven one that is opening the developed economies in a way that allows those manufacturers using just-in-time methodologies to dominate. The critical decision-making factors are now about life-style choices –consumerism is not dead nor will it die, but consumers are more critically aware, better informed, willing to spend but demanding better durability, better performance and better reliability for their money. Personal debt mountains are shrinking, inflation-driven asset markets such as housing are slowing, and the economic world has changed profoundly.
Alasdair White is a professional change management practitioner, business school professor, and behavioural psychologist with a keen interest in behavioural economics. He is the author of four best-selling business and management books and, under the pen name of Alex Hunter, has published two thrillers. April 2016
Let’s be entirely honest here. According to research data, more than 70% of ‘change projects’ and ‘change management projects’ fail to deliver the desired results and often deliver needless disruption and a negative return on investment. Some organisations, however, buck the trend and consistently deliver desired results, often with a much higher return on investment than anticipated. The question we need to ask is: why?
In over twenty-five years as a change management practitioner I have found that the answer to the question “why do most change projects fail?” is (1) organisations try to change the wrong things, (2) they fail to engage their people, and (3) they make changes that are not needed.
Let’s unpack that a little.
Changing the wrong thing
Changing the wrong thing often means that individual processes are being modified without a full understanding of how that process is linked to others in the organisation. When an organisation is regarded as a machine, and this seems the predominant way managers think about organisations in western economic models, then the process mentality comes into play and the inner workings of the machine are set up to work in an interlinked way with the output of one or more processes acting as the input for a subsequent process. If a decision is then made to modify either the input or the output of a process then it has an immediate impact on the process either side and this has a continuing knock-on effect throughout the organisation.
Generally speaking, a process has a very narrow performance band within which it has to operate if it is not to be disruptive and care needs to be taken not to create conditions under which that performance band is breached. So, even undertaking routine software upgrades and replacing old equipment can and do cause disruption, some of which will not have been foreseen or anticipated. If such upgrades are planned, then it is essential that the organisation tracks all the performance line through all the processes to see what else will need changing.
And then, of course, there is the change that is generated by tactical actions taken for the right reason but without the process analysis being done. For example, the sales team are tasked with increasing sales by 10%: this seems like a logical tactical activity but a 10% increase in sales, unless there is an excess of stock, will require a 10% boost in production and all the processes that contribute to that. Such a demand thus requires a significant change in a great many processes, some of which will not kick in until much later and usually lead to a delayed stock increase sometime after the sales boost and this leads to the need for a reduction in performance. Thus the roller-coaster affect kicks in and the ROI boost expected from the sales boost turns into a negative ROI later on.
The golden rule is that as far as possible change should be considered only in long-term strategic situations and avoided in short-term tactical ones.
Not engaging the people
For far too long managers in organisations have held the belief that all they have to do is ‘to issue an order’ to their workforce to do things in a different way and it will happen. But long gone are the days when the relationship between organisation and employee was that of ‘master and slave’ and simply ordering something done was acceptable. In the current western economic model the relationship has shifted significantly towards a mutually beneficial one and full recognition of the portability of skills. In other words, people work for organisations only so long as they wish to and evidence shows that a person leaving an organisation and actively seeking another post will usually find one with better conditions and higher pay within a few months.
When people work for any organisation they are usually employed to undertake some specific duties and some unspecified but related duties, and to do so on a continuing basis. This means that the employee is required to deploy a fairly limited range of behaviours and skills on a long-term basis, and by doing so these become habitual behaviours or habits.
From a behavioural perspective, an organisation can be considered “a collection of habits with a common goal” simply because habits are “a limited set of frequently (or continuously) used behaviours that enable the individual to deliver a steady performance within a bounded environment, usually without a sense of risk”.
Somewhat obviously, if the “common goal” is changed for any reason, then the habits that are deployed to achieve it also have to be changed, and failure to do so will result in regression to the previous performance. In other words, if you want a different outcome then there has to be a change in what you are doing. There is nothing fancy about that, it is not a deep psychological insight, it is simply a self-evident truth and one with which we are all very familiar with. However, despite its obviousness, it is simply ignored by many, especially those seeking change.
Part of the problem is that habits under-pin our “comfort zones” which are defined as “a behavioural state within which a person operates in an anxiety-neutral condition, using a limited set of behaviours to deliver a steady performance, usually without a sense of risk”. Comfort zones are, therefore, a set of habits and an organisation is a set of comfort zones – so, if seeking change in the way people work we need to change people’s behaviours and habits and this requires a significant understanding of the methods that can be used to assist people to discard old habits and adopt new ones. And anyone who has ever tried to break a long-term habit of their own will know just how hard and time consuming that is.
Making changes that are not needed
This is, unfortunately, a rather recent and disturbing trend born, I suspect, of the speed and frequency of changes in market conditions. Faced with changing demands within the market, organisations must obviously make changes so that they and their goods and services remain relevant in the market, and this has led to a tendency towards an almost knee-jerk reaction within the strategic planning section of the organisation. This is not helped by the fact that changes in technologies are taking place with increased speed and frequency and this doesn’t look like changing in the near future – if anything, it may even get faster.
Such is the importance of responding quickly to the disruptive market that exists in the western economic model, strategic management has shifted from being a proactive supply-side activity and become a reactive response to a shift towards demand-side market conditions: organisations are simply responding in desperation to survive, and strategy has become tactical and very short term. Managers are, therefore, having to ‘think on their feet’ rather than having a thought-out plan and this inevitably leads to grabbing at straws as they scramble to stay close to their comfort zones.
The outcome is multiple contemporaneous changes, high levels of stress and anxiety, and the need for agile and flexible responses, often without allowing a change to settle before the next round of changes is demanded. Whilst this sort of thing can be very exciting and even exhilarating to the managers, it leads to huge disruption and loss of performance amongst the transactional workforce and it cannot be recommended for the long term. Whilst not a change management issue, per se, it feeds into change management and creates instability, a lack of continuity, a declining performance, and potential disaster. There needs to be a return to forward planning, an increase of trust in and expenditure on innovation (and subsequent R&D where appropriate), more thinking and less reaction. Unless this happens then the change manager is always going to fail as today’s changes are not allowed to drive performance before they become yesterday’s failures. Clear, stable goals have to exist as a prerequisite for successful change.
Alasdair White has been a professional change management practitioner for 25 years and heads the Business Academie’s Change Management training programme (accredited by AMPG). His Change Management consultancy work work is structured around addressing the issues that lead to setting up successful change programmes whilst the training programme is aimed at providing change management practitioners with the tools, knowledge and understanding needed to lead successful change programmes.