Thinking
The ideas behind UKIZ.
UKIZ started as an argument before it was an initiative. These are the positions it rests on.
What we believe
- Britain doesn't have an ideas problem. It has a coordination problem.
- Buildings don't innovate. People do.
- Value leaks in the middle of the chain, not at the start.
- Access is a capability, not a favour.
- Start before the buildings.
Essays
Point of view
The market is rarely the problem
When a business stops growing, the market is the most convenient explanation available. It is also, in most cases, the wrong one.
Point of view
Why good businesses become difficult to grow
Growth rarely stops because a business became worse. It usually stops because the business became successful in a specific way.
Point of view
Access is a capability
Businesses invest heavily in product and almost nothing in access. Then they wonder why the product never reached the people who would have bought it.
Point of view
Some businesses don't need investment
Raising money is often treated as evidence of progress. Frequently it is a way of deferring a decision that money cannot make.
Point of view
The most expensive mistake in international expansion
A good market entered through the wrong structure is more damaging than a difficult market entered well.
Point of view
The hidden value between companies
Companies are managed vertically and value increasingly sits horizontally — in the space between customer, company, partner and supply chain.
Point of view
Why partnerships fail before the contract is signed
By the time a partnership is visibly failing, the decision that caused it is eighteen months old.
Point of view
What happens if we do nothing?
Inaction is a decision. It is simply one that never gets minuted, costed or reviewed.
Point of view
Britain doesn't have an ideas problem
The country is exceptional at producing ideas and unreliable at turning them into businesses that stay here.