Our central vision is based on a number of key structural trends

Central vision :

In a world flooded with technology and data, there is an opportunity to make a difference by better understanding and managing the role of human connection, human expert judgment and human autonomy. Enabling this human centric economy may need a different approach to (1)management strategies in public and private institutions, (2) public policies (3) the capital allocation ecosystem

Key trends :

There is loss of human connection (increase of loneliness) and a loss of purpose in workplace, public life and private life because of
1. Disregard of the value and role of real human connection
2. Undervaluation of human expert judgement
3. Undermining of human autonomy

This is in turn the result of choices in public policy as well as choices in the organisation and management of public and private institutions. These choices are driven by
1. Excessive focus on the need for scalability for the capital markets
2. Overconfidence of the value of technology whilst ignoring side effects
3. The use of metric based management or policy making techniques
4. Overconfidence in the signal value of data

There is an opportunity for different choices where human connection, judgement and autonomy are safeguarded and that will result
1. Better business Long term profitability and value creation
2. More Loyal customers
3. More loyal employees
4. Happier overall society

Capital allocation will need different structure to enable a human centric vision
1. Industrial and customer vision, not finance needs to lead strategy
2. Longer holding periods with less cash events
3. Building slower but steadier revenue and profit growth
4. Appropriate sizing of the companies (beware of the dis-economies of scale)
5. Human capital and then specifically customer and employee relationships are intangible assets choosing a transactional approach over a relationship approach can destroy this value