Nils-Göran Areskoug, 5 April 2013
THE STATE OF THE PRESENT
STATE
A COUNTERPOINT on
“Scandinavia: Model management. Swedish business is being
cast as a model for long-term stability and growth”, Financial Times (FT),
20 March 2013, and, on March 15, “Swedish prime minister Fredrik Reinfeldt. The
Swedish prime minister on budgets, basketball and the Eurovision song contest.”
PRELUDE
Our conversation on the Swedish and Nordic model
continues by crossing outside and inside perspectives. The unusually bright
spotlight on Sweden in recent global media calls for a comment. As in music,
where two melodies form a harmony, the flow of chords and discord need
sensitive
modulation, and attentive listening to the facts of the world, especially among
the leaders governing the dynamic unfolding of the interface between
value creation in corporate business and systems regulation by policing
the state.
STATE OF THE ECONOMIC LEADERSHIP
Richard Milne of Financial Times reveals many secrets of "the Swedish model of
active ownership" but fails to explain with critical acumen the crucial
structure in the social and legal construct responsible for the success.
Shareholders exercise strategic power by their majority votes in the large
foundations whose assets consist of shares in the holding companies. Therefore,
ownership control is protected and foundations also provide a convenient tax
shelter for profits that need to be reinvested with a much longer-term vista
than otherwise possible. A major part of the shares of Sweden's industrial gems
are in this way protected from the daily vagaries of stock markets.
Despite these conditions at hand Swedish industry lost its two largest
pharmaceutical industries, Astra AB and Pharmacia, as stars on its corporate
firmament. The construct of foundation-owned holdings does little to protect
against incompetence. But Sweden can learn from a different competence culture
in Denmark and Switzerland. Both countries of comparable size and status are
capable of both providing fertile arenas for life sciences industry and to offer
favorable infrastructure in support of developing both “big pharma” and novel
biotech start-ups.
Seemingly, the retention of owner control across
generations does not itself warrant steady value growth in a fast-changing
environment during cycles of crises. The creation of an efficient strategy for
solid corporate and societal growth depends on the level of competence in the
hands of skilled stakeholders of at least five categories. Their specific
qualifications are key factors in the chain of decision-making and successful
leadership:
(1) Regulators must understand how
foundation laws provide a framework for an alliance between private and public
interest.
(2) Owners must provide strategic competence
critical for developing a guiding vision beyond horizon.
(3) Management focused on exploiting
strategic business advantage - and ensuring viability of its growth model in a
volatile business climate - must know how to navigate between the frames set by
the owners at the boards and many self-evident responsibilities towards society.
(4) Activist funds of various colors provide
risk capital and offer important vitalization of operative opportunities to
capture value through upcoming advantages on a trajectory towards sustainable
growth. Finally,
(5) Beneficiaries of the foundation grants
reinvested from the profits (among whom we find leaders of frontier science
organizations in a developing knowledge infrastructure), are expected to deliver
sufficient momentum at the precise interface between research and innovation to
enable future industrial progress. Even in view of present relative success the
chosen strategic path looks severely suboptimal in the context of global
foresight.
GOVERNANCE OF THE STATE
When it comes
to the political leadership a few notes in our counterpoint may be relevant to
the future state of our state:
Past success in the management of the debt crisis that Sweden overcame in
the 90s does not save the country from facing a range of present problem. The
current challenge is to translate a futurist analysis recently delivered by a
governmental commission (www.framtidskommissionen.se)
into actionable strategy. It becomes more urgent to bridge the gap between
analytical fact, values, prospects, and scenarios on one hand and policies that
cater to the real need of people on the other, especially in view of the
increasing need to capture obvious future opportunities.
Although Sweden is often counted as a top performer in country rankings of
"innovativeness" the need for the nation to create incitement for growth and
implement results from its research investment is among urgent challenges. As
for any real challenge it requires considerable competence in strategic
cognition. It appears to be a problem to rely more on PR consultants and
political advisors than on those who are really capable of urgent state of the
art in depth analysis.
There is currently an unfortunate disappointment voiced among public opinion
around the anorectic ideas and a stalemate of creative processes in an effort to
finding effective remedy to key problems. Political programs need to address,
handle and target the precise problems that worry the minds of the Swedes, such
as the quality and efficiency of public health care, youth unemployment and
psychosocial health, and the increasing signs of irresponsible allocation of
public funds to extravagant projects ("Nya Karolinska") without due
diligence and sufficient critical review of options in advance of final
decision. Political dangers may erupt from a calm surface and the political
burden of a content bureaucracy may well be perceived as a threat to the
political peace, the core stabilizing constituent of the iconic mid way between
capitalism and socialism. Not even a brilliant power player can afford playing
with fire and risk disrupting the ingrained paradise vision of the iconic
People´s Home (“Folkhemmet”) without unpleasant repercussions.
Misinterpretation always results in loss of previous excellence in performance.
This is a sobering insight in arts and business, in science as well as society.
These and other similar clusters of problems are by no means unmanageable.
And strategic options are at hand. But the analytical acumen required to
evaluate long-term outcome of preferred options is not at the moment entirely
convincing.
Therefore, the government has lost some of its credibility and trust - and
voices are polarizing on the scale towards both extremes. The political urgency
is intensely felt despite the comparative wealth and stability of the nation,
for the moment.
Competent citizens expect to see competence and energetic solutions to real
problems and confidence in government will quickly regain once results get
tangible and concrete.
To conclude: People look forward to see leaders overcome anemic paralyze by
concerted and well-grounded strategic action. That is the real song contest.
@ Nils-Göran Areskoug, 5 April 2013.