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A Federal Telework Success Story Faces Uncertain Future

By Dr. Gleb Tsipursky

In the wake of shifting workplace dynamics during and after the COVID-19 pandemic, federal employees find themselves at the center of a debate about telework. The U.S. Department of Labor is among the agencies navigating this terrain, with policies that increasingly pull workers back to the office. Aliyah Levin, President of AFGE Local 2391, which represents over 1,000 Department of Labor field bargaining unit employees in the western United States, provides a frontline perspective on this critical issue in her interview with me.

A Telework Legacy Reconsidered

For many federal employees, telework emerged as a lifeline during the pandemic. Beyond safeguarding public health, it revealed unexpected benefits: increased productivity, reduced costs, and greater work-life balance/employee satisfaction. The union embraced these advantages, negotiating a two-day-a-pay-period in-office memorandum of understanding that aligned employees’ preferences with demonstrated operational effectiveness.

However, the Department’s push to mandate an increased return to the office threatens this balance. As Levin succinctly puts it, “Why go backwards?” Telework has proven its value, yet the proposed shift raises questions about resource allocation, workplace logistics, and employee well-being.

Productivity Versus Presence: A Data-Driven Debate

Skeptics of telework often question whether remote arrangements maintain productivity, particularly in government roles where public trust is paramount. Levin counters with evidence. Metrics tied to investigations, audits, and community engagement demonstrate that federal employees have met or exceeded performance goals, regardless of sitting in an office..

According to data from the White House Office of Personnel Management, employees who work remotely frequently report higher engagement levels—77% versus 59% among primarily in-office workers. Moreover, 68% of frequent teleworkers say they plan to stay in their roles, compared to only 53% of their office-bound counterparts. These statistics highlight the critical role that flexibility plays in retaining talent and fostering long-term employee satisfaction.

Beyond retention and engagement, the benefits of telework extend to performance. More than 84% of federal employees and managers surveyed said telecommuting has improved both the quality of work and customer satisfaction. Given this data, the DOL’s rigid return-to-the-office mandate seems both shortsighted and misaligned with evidence-based management practices.

“The numbers speak for themselves,” Levin says, pointing to the Department’s success in fulfilling its mission remotely. She highlights the cost savings associated with telework, from reduced office space to minimized commuting expenses, emphasizing the broader financial implications for taxpayers. “If the work gets done, why pay for office space?” Levin asks, underlining a critical disconnect between telework’s proven outcomes and the insistence on physical presence.

A Workplace Designed for Flexibility

In Los Angeles, the Department, working with the Union, took proactive steps to adapt office spaces to a hybrid work model. In her local office, just four cubicles accommodate 12 to 14 employees under a rotating schedule, with a shared conference room available for collaborative needs. This setup reflects the belief that office visits should be purposeful rather than obligatory.

Reversing this arrangement poses logistical headaches. “We thought telework was the future,” Levin explains, noting the impracticality of cramming employees into spaces designed for a hybrid workforce. The shift not only disrupts routines but also risks fostering dissatisfaction among employees who have built their lives around telework.

The Human Cost of Abrupt Change

The personal impact of a full-time return to the office is deeply individual. For some, it’s a manageable adjustment; for others, it’s catastrophic. Employees with caregiving responsibilities, health concerns, or long commutes face significant hardships. Moreover, many workers hired during the pandemic have never experienced a traditional office setup, making the transition even more daunting.

Levin warns of potential retention issues, particularly among employees for whom telework was a key draw. “A third or more of our workforce only knows remote work,” she says. Losing these employees could create gaps in institutional knowledge and workforce capacity, especially in agencies like the Department of Labor that rely on specialized expertise.

Implications for Public Service

While Levin stops short of predicting specific outcomes, she raises a critical question: What happens to public services if employees leave or morale diminishes? Agencies like OSHA, a Department of Labor branch responsible for workplace safety, could see slower response times to complaints or fewer compliance audits. Over time, these gaps could have tangible consequences for American workers.

Yet Levin emphasizes that federal employees are dedicated public servants who take pride in their work. “They’ll get the job done,” she asserts, even under less-than-ideal circumstances. But sustaining this commitment requires policies that respect employees’ needs and the proven efficiencies of telework.

Looking Ahead

The debate over telework is far from settled, but Levin hopes for a resolution that balances operational needs with employee well-being. As she and her union colleagues continue to advocate for flexible policies, they serve as a reminder that workplace decisions have far-reaching implications—not just for employees, but for the public they serve.

For federal workers and their unions, telework represents more than a convenience; it’s a modern approach to achieving government objectives efficiently and equitably. Reverting to pre-pandemic norms risks undermining these gains and alienating a workforce that has shown it can adapt and thrive. The challenge now is for leadership to listen, evaluate the data, and chart a path forward that builds on the lessons of the past three years.

About the Author

Dr. Gleb TsipurskyDr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

Economic Drain from India During British Rule

A large green, white and red Indian flag is flying in the air above a city.

By Dr Kalim Siddiqui 

I. Introduction

The victory at Plassey in 1757 transformed the fortunes of the British East India Company and its managers and owners. This victory was followed by a continuous extraction of wealth through high taxation, corruption, and monopoly trade. After 1800, textile exports—an important commodity for tribute realization in the 18th century – fell dramatically due to rising protectionism in the British textile industry. Simultaneously, after 1813, industrialization levels increased, and the cotton textile industry became the first to adopt new technology. The British government, needing overseas markets to sell cotton textiles, adopted a policy of encouraging cotton textile exports to India (Mukherjee, 2010).

This study critically reviews the economic policies of British rule and examines whether there was indeed a significant drain of resources out of India. British rule in India imposed a heavy cost on the Indian people in terms of financial and economic losses. The debate over the colonial impact remains unsettled. Scholars are divided on the effects of British colonial rule in India. Critics highlight the long-term negative impacts, pointing to the plundering of economic resources, known as the ‘drain theory.’ Others downplay this drain of resources (Siddiqui, 1990).

Utsa Patnaik (2021a) argues that during Britain’s industrial transition from 1765 to 1820, the drain from Asia and the West Indies combined was about 6 percent of Britain’s GDP, nearly equal to its own savings rate. After the mid-19th century, Britain was running current account deficits with Europe and North America, while simultaneously investing heavily in the US, Latin America, and the white settler colonies. These two deficits led to large and rising balance of payments (BoP) deficits with these regions. However, Britain settled these deficits through trade surpluses earned by the colonies, especially India (Siddiqui, 2018a).

During the Mughal Empire, India emerged as the richest country in the world, with rising trade, a considerable urban population, and a literacy rate much higher than that of Europe at the time. At the height of the Mughal Empire e.g. during the Mughal Emperor Aurangzeb (1658-1707), India flourished as the wealthiest and most prosperous nation in the world, renowned for its thriving trade, unparalleled craftsmanship, and abundant natural resources. This era witnessed the construction of magnificent architectural wonders, the flourishing of arts and literature, and a dynamic economy driven by the export of textiles, spices, and gems that captivated markets across Europe, Asia, and the Middle East.

However, soon after the British occupation and colonization of India, the Indian economy began to experience a significant transformation, marked by exploitation and the systematic dismantling of its traditional industries. The colonial administration prioritized the extraction of resources and the restructuring of India’s economy to serve British interests, leading to widespread economic disruption and hardship for the local population. Under British colonial rule, India experienced a dramatic decline in its global economic standing, marked by a sharp reduction in its share of global GDP and a significant drop in per capita income and domestic investments. This period was further characterized by widespread famines, exploitative economic policies, and the deepening of absolute poverty, which eroded the nation’s wealth and prosperity accumulated during earlier eras.

The colonial administration prioritized the extraction of resources and the restructuring of India’s economy to serve British interests, leading to widespread economic disruption and hardship for the local population.

Tharoor (2017: 222) argues: “The British state in India was […] a totally amoral, rapacious imperialist machine bent on the subjugation of Indians for the purpose of profit, not merely a neutrally efficient system indifferent to human rights. And its subjugation resulted in the expropriation of Indian wealth to Britain, draining the society of the resources that would normally have propelled its natural growth and economic development.” The so-called development under British rule – such as the introduction of the English language, railways, and parliament – has been largely exaggerated. These changes were not allowed to benefit the Indian people, and without colonization, such modernization would have taken place in due course (Tharoor, 2017).

It is essential to clarify the distinction between colonialism and previous foreign conquests in India. Earlier conquerors either settled in India or returned to their home countries after a short period of occupation. Those who chose to stay in India severed their relations with their home countries and invested their wealth in India. Whether Sultans, Afghans, or Mughals, they made India their home and under their rule, India emerged as a global economic power, contributing more than one-quarter of the world’s output in 1750. However, British rule was markedly different. Britain not only maintained contact with its home country but also continuously transferred wealth from India to Britain (Siddiqui, 2018b).

Between 1765 and 1770, the British East India Company more than tripled the land rents in Bengal province compared to pre-colonial years (Siddiqui, 2024). This led to mass starvation in Bengal, culminating in the 1770 famine, which killed one-third of the province’s population—an estimated 10 million people according to British official records. The drive to expand opium exports to China, where opium trade was illegal, involved Britain using military force to open Chinese markets, leading to the Opium Wars. This was part of promoting triangular trade patterns. Peasants in India were forced to cultivate opium, which the colonial government bought at very low prices, and used to mitigate Britain’s trade deficit with China (Siddiqui, 2020a).

The tax appropriated from the people of India was converted into opium, which was then used to buy tea and silk from China, and these goods were finally sold in Europe and North America. Opium exports from India to China rose sharply, increasing more than sixfold between 1815 and 1830. Although the Chinese government opposed opium imports, Britain’s military intervention during the Opium Wars (1839-1860) forcibly opened Chinese markets (Siddiqui, 2020a).

During the first half of the eighteenth century, India exported cotton textiles, silk, and spices, with Indian textiles being particularly in demand in European markets, constituting the single largest export item. Britain had little to sell to India and had to pay in gold and silver forcibly taken from Latin America. By the second half of the nineteenth century, industrialization began to spread to Europe and North America, sharply increasing the demand for food and raw materials. Advances in navigation, technology, and railways, along with the opening of the Suez Canal, made transportation cheaper and faster.

II. The Theory of Economic Drain

The plunder of India was thoroughly studied in the last decades of the 19th century by Dadabhai Naoroji (1969). His ‘Drain Theory’ laid the groundwork for the economic critique of British colonialism, which was later built upon by Indian nationalist leaders during the freedom movements. Recent studies on the exploitation of India by the British also support the ‘Drain Theory.’ India’s share of world GDP fell from 27 percent in 1700 to merely 3 percent at the end of British rule in 1947, while Britain’s share rose from less than 3 percent in 1700 to more than 9 percent in 1870 (Dutt, 1905; Habib, 1995).

The extraction of colonial tribute from India rose enormously through the 19th century. British rule was not only about the extraction of tribute; India was also used as a market for British industrial products. Britain imposed a ‘free trade’ policy, which benefited British industrial products but was devastating for Indian handicraft industries. Imposing such a policy on another country required military force, and British occupation provided the opportunity to impose these policies, aiding its emerging industries. However, direct control of markets adversely affected Indian industries and skills. Rosa Luxemburg argued that the capture of non-capitalist or rural markets is essential for capital accumulation and industrialization in metropolitan countries. According to her, buyers from non-capitalist sectors are necessary for selling industrial goods, thereby generating extra profits.

Dadabhai Naoroji’s notion of the drain, based on his analysis of the plunder of India’s resources and the ‘home charges,’ demonstrated the transfer of resources to Britain. These charges included military expenses, pension payments to civil and military officers who served in India, and interest payments on capital investments for railways and infrastructure. Resources were being transferred to Britain through an excess of exports, disappearing without any corresponding material benefit to the Indian people (Naoroji, 1969).

Dadabhai Naoroji highlighted that the revenues collected from peasants and businesses in India were not entirely spent within the country (Naoroji, 1969). This severe squeeze on producers’ incomes meant that much of the wealth extracted from India was not reinvested locally. As government official George Wingate wrote in the 1830s: “The tribute paid to Great Britain is by far the most objectionable feature in our existing policy. Taxes spent in the country from which they are raised are totally different in their effects from taxes raised in one country and spent in another. As regards its effects on national production, the whole amount might as well be thrown into the sea as transferred to another country” (cited in Patnaik and Patnaik, 2021b).

Critics of the Drain Theory argue that it exaggerated the negative impacts of British rule in India. The Cambridge Economic History of India, Volume 2 (Kumar and Desai, 1983), claims that modern industrialization did develop steadily during the late nineteenth century, with increased production. However, this perspective overlooks the significant number of deaths due to famines, the decline in handicrafts, the reduction in urban populations, and the huge increase in taxes paid to Britain (Siddiqui, 2020b). While foreign capital did enter India in sectors like mining and plantations, the growth of per capita income was negligible, despite a mere 0.4 percent population growth during this period. Foreign capital failed to raise people’s incomes significantly. It is also important to consider how these investments were directed towards crucial areas of the economy, such as technology imports, machinery, and the outflow of profits (Siddiqui, 2019).

The ‘home charges’ were not the costs of administering India, as regular salaries of the colonial administration and the army serving in India were paid from the domestic expenditure part of the budget. The sterling charges were for furlough, leave, and pension allowances, averaging only 12.7 percent from 1861 to 1934. The major portion, more than three-fourths, was spent on home charges, comprising interest payments on debt arising mainly from overseas wars in Asia and Africa and current military expenditures. The cost of colonial wars of conquest outside India was often placed partly or mainly on Indian revenues. The enormous burden of financing the Second World War was placed on Indian revenues through a forced loan, raised through rapid profit inflation, while higher rents contributed to the deaths of ten million people due to famine in Bengal province in 1770 (Siddiqui, 2020b).

Regardless of the specific invisible liabilities detailed on the debit side to justify this appropriation, the existence and value of this drain remained unaffected.

The colonial drain was an extortion, and the claim by the metropolitan country that it provided “good governance” was a pure lie. Britain continually linked the Indian government budget with external earnings. As discussed, all of India’s external earnings were intercepted and taken by Britain, while their rupee equivalent was “paid” to producers in India, funded by taxes raised from these very producers. Regardless of the specific invisible liabilities detailed on the debit side to justify this appropriation, the existence and value of this drain remained unaffected.

India’s tribute to Britain, from this period until the start of the First World War, was realized through a multilateral trading pattern. During this time, India had a trade surplus with Europe, North America, and Japan, exporting commodities such as food, raw cotton, indigo, jute, and iron ore to these countries. Meanwhile, Britain had a massive trade deficit with the rest of the world but managed to export capital globally (Siddiqui, 2022). India’s tribute was effectively realized by claiming the export surplus with the rest of the world. Paradoxically, despite its trade deficit, Britain was the world’s largest capital exporter during this period. India’s tribute was estimated to have financed more than 40 percent of Britain’s balance of payments from 1870 to 1915 (Dutt, 1905; Mukherjee, 2010).

Recent studies on the ‘drain theory’ present a broader mechanism and its impact on changes in the Indian economy. The colonial tribute played a crucial role in the capitalist development in Britian. India’s ‘tribute’ played an extremely important role in Britain’s international payments and became the lynchpin that held securely the entire financial edifice of the British Empire, without the tribute extracted from these colonies in precisely this phase, Britain would not have been able to export capital to areas of higher profitability (Patnaik, 2021a).

The entirety of Indian exports, paid to Britain, constituted the “drain” or “tribute” paid by Indians to Britain as the cost of being “modernized.” This export surplus had no positive impact on the expansion of industries or increasing productivity in India because it was siphoned off as tribute to Britain. Mukherjee (2010:76) argues: “The drain that the Indian economy faced through this continuous process of unrequited exports was enormous in size and critical to Britain. It has been calculated by Irfan Habib that in 1801, at a critical stage of Britain’s industrial revolution, the drain or unrequited transfers to Britain from India represented about 9% of the GNP of the British territories in India, which was equal to 30% of the British domestic savings available for capital formation in Britain. The unrequited transfer from Asia and the West Indies combined was calculated by Utsa Patnaik to be 84.06% of British capital formation out of domestic savings in the same year.”

III. Colonial Rule and its Effects on India’s Economy

Numerous studies have highlighted the devastating impact of the colonial period on India. Population censuses conducted by the colonial regime reveal that the death rate increased considerably during this period, from 37.2 deaths per 1,000 people in the 1880s to 44.2 in the 1910s. Life expectancy declined from 26.7 years to 21.9 years. The purchasing power of ordinary Indians was squeezed by high taxes, with the per capita annual consumption of food grains dropping from 200 kg in 1900 to 157 kg in 1940, and further plummeting to 137 kg by 1946. Real wages declined during the British colonial period, reaching a nadir in the 19th century, while famines became more frequent and deadly (Siddiqui, 2020b). Far from benefiting the Indian people, colonialism was a human tragedy with few parallels in recorded history (Siddiqui, 1990).

After 1800, India’s trade patterns saw a dramatic change. India had been exporting cotton textiles to the world market for millennia but suddenly began importing cloth from England. From 1800 onwards, there was a sharp rise in imports of cotton textiles into India. Consequently, tribute realization could now only take place via exports of raw materials such as raw cotton, food commodities, indigo, and opium. This period also witnessed the collapse of handicraft industries and a dramatic fall in exports of industrial goods, a phenomenon known as ‘de-industrialization.’ For example, official data show that employment in the handicraft industry in the districts of Bihar province fell from 18.6 percent to 8.5 percent between 1809 and 1901. The assault of free trade post-1813 devastated domestic industrial centers and led to a sharp decline in the urban population in Bihar province (Siddiqui, 2020a).

Industries with protected domestic markets could afford to accept lower profits and sell their products at lower prices in overseas markets. It is important to note that the textile industry in India was a major industry due to the local supply of cheap raw cotton, low wages, long experience in the sector, and a large home market. These factors should have helped the growth of the domestic textile industry. However, the lack of protection and the imposition of ‘free trade’ policies ensured the collapse of the textile industry in India, securing the dominance of the British textile industry (Siddiqui, 1996).

Britain’s protectionist policies aimed at promoting its emerging textile industries were detrimental to Indian textiles. Indian exports to Britain declined while imports of textiles from Britain surged, resulting in a trade deficit with Britain by the late 1840s. However, India’s overall exports to the world continued to rise, maintaining a rising merchandise export surplus. Britain upheld its protectionist policies for nearly 150 years, a fact overlooked by Kumar and Desai (1983) about the external factors that contributed to the success of Britain’s Industrial Revolution and technical advancements in cotton textiles (Kumar and Desai, 1983). Earlier analyses by Friedrich List and Paul Baran provide a clearer view of Britain’s mercantilist policies, which discriminated against manufactures from tropical regions even before they were colonized (Baran, 1953).

Even trade enforced at gunpoint to ensure purchase at below-market prices did not suffice to reverse the silver drain.

Later in the second half of the 19th century, other European countries and the United States began their industrialization phases, heavily relying on imports of raw materials from their colonies. According to Patnaik (2021a: 48), there were three primary reasons for European powers to colonize tropical countries: “First, they sought access to the superior primary sector resources of the peoples inhabiting the warm lands of today’s global South. Second, these peoples had no reciprocal demand for products from the Northern countries, leading to continuous specie outflow, mainly silver, to settle trade deficits with these regions. Even trade enforced at gunpoint to ensure purchase at below-market prices did not suffice to reverse the silver drain. Third, there was thus a strong incentive to acquire political control by any means necessary, as this enabled direct control over the economic surplus.”

David Ricardo’s international trade theory posits comparative advantage under the assumption that “both countries produce both goods,” or more broadly, “all countries produce all goods.” This theory suggests that specialization and trade based on comparative cost advantages lead to mutual benefit. (Siddiqui, 2018c) However, this theory overlooks the practical reality that the unit cost of producing tropical goods in cold temperate European countries is and will always be zero, making absolute cost undefinable, let alone comparative cost advantage. Ricardo’s assumption that all countries produce all goods is flawed, and its inference that trade is universally beneficial does not hold true in the real world. Contrary to Ricardo’s theory, historical evidence shows that colonies were often coerced into specializing in cash crops. Due to a lack of investment in agriculture, resources were diverted away from food grain cultivation (Siddiqui, 2018c).

Irfan Habib (1995) estimated that “the realization of the tribute” from India was temporarily addressed by promoting India’s exports to countries where Britain ran trade deficits. The push to expand opium exports to China, despite its illegal status there, and the forcible opening of Chinese ports during the Opium Wars, were integral parts of promoting triangular trade patterns. In India, peasants were compelled under state monopoly to sell opium at very low prices, with the silver tael proceeds from the British East India Company’s opium exports to China used to offset Britain’s deficits with China (Habib, 1995).

India’s export surplus earnings fluctuated significantly based on production, weather conditions, and overseas demands, whereas Britain’s sterling expenditures using these earnings increased more steadily. To manage trade fluctuations, a buffer-stock operation regarding currency was introduced. If India’s net external earnings sharply rose in a particular year, exceeding England’s spending needs, the sterling balances held by the colonial government would increase.

IV. Conclusion

During the mid-eighteenth century, India stood as the world’s largest economy, contributing about 24 percent of the global GDP, exceeding that of Western Europe combined and more than eight times that of the United Kingdom. However, over the course of two centuries of colonial rule, India’s GDP share drastically plummeted to a mere 4 percent by the time of independence in 1947, less than two-thirds of Britain’s GDP at the time. The British colonial government employed various methods to extract surplus from Indian producers, primarily through high land rents and taxes. Land revenue constituted the bulk of taxes during much of the late eighteenth century, while the government’s monopolies on opium and salt also served as crucial revenue sources for Britain (Siddiqui, 1990). Additionally, the entire export surplus was siphoned off to Britain through manipulated accounting mechanisms (Habib, 1995).

Between 1765 and 1946, an estimated £9.2 trillion (equivalent to approximately US$45 trillion at current prices) was siphoned off from India to Britain through manipulated accounting mechanisms (Patnaik and Patnaik, 2021b). This calculation is based on India’s export surplus earnings compounded at a 5% interest rate. Locally produced goods were ostensibly “paid for” in Indian rupees drawn from the budget, creating a unique historical precedent where a sovereign nation’s revenues were used to finance the purchase of its own export goods. These goods were then sent out of the country, rendering them unavailable for domestic spending. During Britain’s early industrialization phase (1760–1800), these unpaid-for imports from India accounted for about 6% of Britain’s GDP in 1801. Remarkably, they constituted an astonishing 46.3% of Britain’s gross capital formation in the same year (Mukherjee, 2010).

The merchandise export surplus continued to be ‘paid’ to colonized producers out of their own taxes, effectively unpaid for and obtained gratis by Britain. The unprecedented nature of colonial India’s financial arrangements, where vast sums of foreign exchange earned through merchandise exports were appropriated by Britain to offset its own trade deficits throughout the colonial period. In conclusion, the nationalists’ critiques rightly underscored the adverse effects of the drain theory, which remains significant in understanding the economic impact of British colonialism on India. The theory of unequal exchange provides a backdrop to assess the substantial drain that occurred during British colonial rule, highlighting its undeniable impact on India’s economic trajectory.

About the Author

Dr. Kalim SiddiquiDr Kalim Siddiqui is an economist specialising in International Political Economy, Development Economics, International Trade, and International Economics. His work, which combines elements of international political economy and development economics, economic policy, economic history and international trade, often challenges prevailing orthodoxy about which policies promote overall development in less-developed countries. Kalim teaches international economics at the Department of Accounting, Finance and Economics, University of Huddersfield, UK. He has taught economics since 1989 at various universities in Norway and the UK

References

  1. Baran, Paul (1953) The Political Economy of Growth, New York: Monthly Review.
  2. Dutt, R.C. (1905) Economic History of India, Vol. 2, London: Kegan Paul.
  3. Habib, I. (1995) Essays in Indian History,Delhi: Tulika.
  4. Kumar, D. and Desai, M. (1983) The Cambridge Economic History of India, Vol. 2, c.1757–c.1970, Cambridge University Press.
  5. Mukherjee, A. (2010) “Empire: How the Colonial India Made Modern Britain”, Economic and Political Weekly, 45(50):73-82.
  6. Naoroji, Dadabhai (1969) Poverty and Un-British Rule in India, New Delhi: Publications Division of the Government of India in 1969, first published in 1901, London: Swan Sonnenschein & Co.
  7. Patnaik, U. (2021a) “Imperialism: Gold Standard and the Colonised” Social Scientist, 49(9/10):45-58.
  8. Patnaik, U. and Patnaik, P. (2021b) “The Drain of Wealth: Colonialism before the First World War” Monthly Review, February. New York.
  9. Siddiqui, K. (2024) “The Multinational Corporations, Capitalism, and Imperialism: The Case Study of East India Company” World Financial Review, July, pp. 22-34.
  10. Siddiqui, K. (2022) “Capitalism, Imperialism, and Crisis”, European Financial Review, June-July, p.16-32.
  11. Siddiqui, K. (2018a) “The Political Economy of India’s Economic Changes since the last Century”, Argumenta Oeconomica Cracoviensia, 19:103-132
  12. Siddiqui, K. (2018b) “Capitalism, Globalisation and Inequality”, World Financial Review, November-December, p.72-77.
  13. Siddiqui, K. (2018c). “David Ricardo’s Comparative Advantage and Developing Countries: Myth and Reality” International Critical Thought, 8(3):1-28, September.
  14. Siddiqui, K. (2019). “The Political Economy of Global Inequality: An Economic Historical Perspective” Argumenta Oeconomica Cracoviensia, 21(2):11-42.
  15. Siddiqui, K. (2020a) “Britain’s Trade with China in the Eighteenth and Nineteenth Century: A Review of the Opium Wars” Asian Profile, 48(3):207-221, September.
  16. Siddiqui, K. (2020b) “The Political Economy of Famines under Colonial India: A Critical Analysis” World Financial Review, July-August, p.56-70.
  17. Siddiqui, K. (1996). “Growth of Modern Industries under Colonial Regime: Industrial Development in British India between 1900 and 1946”, Pakistan Journal of History and Culture 17(1):11-59, January.
  18. Siddiqui, K. (1990). “Historical Roots of Mass Poverty in India” (Eds.) C.A. Thayer, J. Camilleri, and K. Siddiqui. Trends and Strains, pp.59-76, New Delhi: Peoples Publishing House.
  19. Tharoor, S. (2017) Inglorious Empire: What the British Did to India, London: Hurst.

Sauna Heating Options in Canada: Which One is Right for You?

sauna

Saunas have long been cherished for their relaxation and health benefits, but the type of heating system you choose can significantly impact your experience. With Canada’s varied climates and unique living conditions, selecting the right sauna heater is a crucial step in creating your perfect escape. At SaunaDepot.ca, we understand the importance of this decision and are here to guide you through the top heating options available.

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  • Environmental Concerns: Consider energy-efficient options like infrared or modern electric heaters for reduced environmental impact.

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The Ultimate Checklist for Choosing the Best SEO Agency for Your Local Business

SEO checklist

Having a strong online presence is essential for any local business. Whether you own a boutique, café, or plumbing service, being easily discoverable online can make all the difference. This is where an SEO agency steps in, helping businesses optimise their online visibility and attract the right audience.

But with so many options available, how do you choose the best SEO agency for your local business? This guide outlines a comprehensive checklist to help you make an informed decision and ensure your investment pays off.

Understand Your SEO Needs

Before diving into your search for an SEO agency, take some time to identify your specific needs. Do you need help with local SEO, content creation, technical optimisation, or link building? Understanding your goals will make it easier to find an agency that aligns with your requirements.

For example, if your primary focus is attracting local customers, ensure the agency has expertise in local SEO strategies like optimising your Google Business Profile and targeting location-specific keywords.

Check Their Experience and Expertise

The best SEO agency has a proven track record of success. When evaluating potential agencies, look into their experience in working with businesses like yours. An agency that understands the unique challenges of local businesses will be better equipped to create effective strategies tailored to your industry.

Additionally, assess their expertise in various aspects of SEO, such as:

  • On-page SEO
  • Off-page SEO
  • Local SEO
  • Technical SEO
  • Keyword research and analysis

A well-rounded agency will be able to handle all your SEO needs under one roof.

Ask for Case Studies and References

One of the best ways to gauge an SEO agency’s performance is by reviewing their past work. Reputable agencies will have case studies or success stories that showcase how they’ve helped other local businesses improve their online visibility and rankings.

Don’t hesitate to ask for references from previous or current clients. This can provide valuable insights into the agency’s communication style, professionalism, and ability to deliver results.

Evaluate Their Website and Online Presence

A great SEO agency should practise what they preach. Their website should be optimised, user-friendly, and easy to navigate. If an agency’s online presence is lacklustre, it’s a red flag that they may not be able to deliver high-quality services.

Pay attention to their blog, social media channels, and search engine rankings. An agency that ranks well for relevant keywords demonstrates their ability to apply effective SEO strategies.

Understand Their Approach

Every SEO agency has a unique way of doing things, but transparency is key. The agency you choose should be open about their processes and provide a clear explanation of how they plan to achieve your goals.

Ask questions like:

  • What strategies will you use to improve my website’s ranking?
  • How do you stay updated with the latest SEO trends?
  • How long will it take to see results?
  • How do you measure success?

A trustworthy agency will be happy to share their approach and ensure you understand every step of the process.

Look for Customised Solutions

No two businesses are the same, so cookie-cutter strategies won’t cut it. The best SEO agencies will take the time to understand your business, target audience, and local market before creating a customised plan tailored to your needs.

Avoid agencies that promise one-size-fits-all solutions or quick fixes. SEO is a long-term investment, and sustainable results require a thoughtful and personalised approach.

Assess Communication and Reporting

Effective communication is vital for a successful partnership. The SEO agency you choose should provide regular updates on the progress of your campaign and be available to answer any questions or concerns. Additionally, ask about their reporting process. The agency should provide detailed reports that clearly outline key performance indicators (KPIs) like:

  • Website traffic
  • Keyword rankings
  • Conversion rates
  • ROI

Clear and transparent reporting ensures you stay informed about your campaign’s performance.

Be Wary of Unrealistic Promises

While every business wants to rank #1 on Google, achieving this takes time and effort. Beware of agencies that promise guaranteed results or overnight success. These claims are often too good to be true and may involve unethical practices that can harm your website in the long run. A reliable SEO agency will set realistic expectations and focus on building sustainable growth rather than chasing quick wins.

Consider Pricing and Value

SEO is an investment, and while budget is an important factor, the cheapest option isn’t always the best. Instead of focusing solely on price, consider the value the agency offers. Look for an agency that provides a detailed breakdown of their services and explains how each component contributes to achieving your goals. This ensures you’re getting the most value for your money.

Trust Your Instincts

At the end of the day, choosing the right SEO agency comes down to trust. If something feels off during your interactions with a potential agency, it’s worth exploring other options.

A strong partnership is built on mutual respect, transparency, and shared goals. Trust your instincts and choose an agency that makes you feel confident in their ability to deliver results.

Finding the best SEO agency for your local business doesn’t have to be overwhelming. By following this checklist and prioritising experience, transparency, and customised solutions, you can partner with an agency that drives real results.

Remember, SEO is a long-term strategy, and the right agency will be your trusted partner in achieving online success. Take the time to choose wisely, and watch your local business thrive in the digital world.

Why Kazakhstan is the Investment Destination to Watch in 2025

Investment Destination

The investment climate in 2024 has looked cautiously optimistic, although prospects are clouded by the perennial uncertainty of economic conditions. While global foreign direct investment modestly recovered, major challenges remain, such as geopolitical tensions and inflation in developed markets. As a result, investors are seeking new emerging markets. Among them, Kazakhstan, the largest and most economically developed country in Central Asia, is one of the options on the table. Situated at the juncture of Europe and Asia, possessing significant natural resources, and pursuing an economic diversification policy, the country is worthy of closer attention.

Diversification Beyond Oil and Gas

Kazakhstan has historically been dependent on oil and gas, yet in recent years it has been diversifying its economy. According to preliminary estimates, Kazakhstan’s GDP growth for the first 11 months of 2024 reached 4.4%, primarily driven by the development of the non-oil sector. Over 70% of economic growth came from manufacturing, trade, agriculture, and construction. Overall, domestic goods production grew by 5%, while services rose by 4.5%.

Additionally, state support measures have boosted the share of micro, small, and medium-sized enterprises (SMEs) in Kazakhstan’s economy by 1.8%, reaching 38.2%. As of December 1, the number of active SMEs increased by 1.5%, surpassing 2 million enterprises.

The country’s economic diversification is also based on its privatization program, which aims to reduce state involvement in the economy and improve market efficiency. Around 675 public and quasi-public companies are planned to be privatized in 2021-2025.

One aspect of the privatization initiative is the “People’s IPO” program, which allows citizens to acquire shares in major state-owned enterprises. In 2024, the Samruk Kazyna Sovereign Wealth Fund commenced IPOs for several of its portfolio companies. Specifically, Air Astana, Kazakhstan’s flagship carrier, successfully completed its IPO in February 2024. 

In May 2024, Kazakhstan’s President, Kassym-Jomart Tokayev, signed a decree on measures to liberalize the economy. The objective is to create a more competitive business environment, encourage private sector development, and reduce the involvement of the state in the economy.

Technology and ICT

Kazakhstan’s “Digital Kazakhstan” program is a particular selling point for the country. The focus of the program is on digitizing the economic sectors, developing safe communication networks, and promoting entrepreneurship in the tech field.

The creation of the Astana International Financial Centre (AIFC) in 2017 has fired up the digital economy. With a legal system based on English common law, tax holidays, and fintech-friendly policies, the volume of investments attracted through the AIFC has reached $14 billion, $6.7 billion of which are portfolio investments on the Astana International Exchange. More than 3,400 companies from 85 countries have been registered at the AIFC.

Moreover, Kazakhstan is actively involved in developing its artificial intelligence sector, which is now central to its digital initiatives. In July, the government adopted the Concept for Artificial Intelligence Development for 2024-2029, which aims to establish an AI ecosystem that would contribute to the development of all sectors of the economy. A key project in this regard is the creation of the Alem.AI International Center. It will include research and development labs, a programming school, and offices for international technology companies.

Critical Metals and A Global Trade Gateway

Kazakhstan is also becoming an important player in the global supply chain of rare earth metals and essential minerals, which are required for high-tech industries and the green energy transition. The country is expanding exploration and forging international partnerships. Kazakhstan has a vast resource base, with 124 identified deposits of rare and rare earth metals, though only 37 have been explored so far. According to the World Bank, more than 5,000 undiscovered deposits worth over $46 trillion may exist in the country. Recent exploration showed about 800,000 tons of valuable minerals. At the same time, the country has voiced its commitment to environmentally responsible mining.

Kazakhstan leverages its geographical advantage of being located between China and Europe, especially through the Trans-Caspian International Transport Route, which is also known as the Middle Corridor. It connects China and Europe through Central Asia and has become a particularly popular trade route in recent years.

Kazakhstan has essentially become a key logistics hub in 2024, handling record-breaking cargo volumes along the TITR, which rose by 63% in the first 11 months of 2024, reaching 4.1 million tons.

Through increased investment in rail infrastructure and digital logistics platforms, TITR has become an increasingly reliable alternative to existing routes. Specifically, in early 2024, the European Union and Central Asian investors committed €10 billion to support in the sustainable development of the TITR. The objective is to transform the corridor into a cutting-edge, multimodal, and efficient route connecting Europe and Central Asia within 15 days.

Investment Incentives

Since its independence from the Soviet Union in 1991, Kazakhstan has been working to improve its investment climate through reforms, streamlined procedures, and competitive tax policies. The reforms are based on the promise to establish a “Just Kazakhstan,” a country that benefits all citizens. Politically, the country reduced the powers of the President and enhanced the powers of the elected Parliament, thus ensuring political stability, which also benefits foreign investors. Specifically in the investment sphere, the National Digital Investment Platform, launched in 2024, simplified investment processes and reduced administrative burdens.

Additionally, the Kazakh government has introduced several incentives to attract foreign direct investment, such as tax holidays that offer corporate income tax exemptions for 10 years in priority sectors. Furthermore, companies that operate within Special Economic Zones (SEZs) benefit from tax-free operations on corporate income, land, and property for up to 25 years. Investors can also receive up to 30% capital reimbursements on their investments. 

The Central Asian country has also introduced mechanisms for investment agreements that offer stability in tax legislation for 10 years upon conclusion. To facilitate long-term investment, investment agreements secure a 10-year freeze on major tax rates and customs duties, which aim to provide a stable and predictable business environment.

Kazakhstan also engages with foreign investors through government-backed platforms such as the President’s Foreign Investors Council, which provided an opportunity to voice suggestions and proposals on investment-related issues in the country.  

In addition, the country hosts the Astana International Forum (AIF), which, in 2025, will take place on May 29-30. Building on the inaugural edition in 2023, the 2025 AIF will gather leaders from around the world to exchange perspectives on the most critical issues of the day. One of the pillars specifically focuses on the economy and finance, enabling participants to discuss global economic issues as well as those directly relevant to Kazakhstan. With more than 5,000 international attendees and over 80 heads of state, ministers, CEOs, and other senior leaders, it presents an opportunity to address issues that matter to foreign investors.  

Outlook for 2025

Ultimately, Kazakhstan’s economic diversification is supported by sound policies, which indicate that the market has matured significantly over more than 30 years since its independence. Kazakhstan’s competitive tax regime, strategic infrastructure investments, and expanding technological ecosystem make it an interesting option for investors, an option that should be considered in 2025 in the context of growing competition among global players.

What Are the Benefits of Using Employee Monitoring Software on Mac Devices for Remote Teams?

Monitoring Software

For businesses relying on Mac devices, it becomes crucial to ensure productivity, maintain transparency, and foster accountability. It is better to be done for effective workforce management. This is where employee monitoring software for mac is applicable and effective. This article highlights how employee monitoring software on Mac devices boosts remote team productivity, security, and alignment with company goals.

The Importance of Employee Monitoring for Remote Teams

The shift to remote work has changed the way businesses operate, ensuring greater flexibility and access to faster-developing talent. However, it becomes challenging to manage teams effectively. Without the traditional office environment, it can be rather difficult to support visibility into employees’ activities, monitor progress, and guarantee coherent productivity. This is where employee monitoring software plays a crucial role, especially for remote teams.

Lack of communication is a critical aspect in business advancement. Remote work can result in misunderstandings or delays due to a lack of immediate interaction. Monitoring software can track project updates and deliverables, helping team leaders spot bottlenecks and address them proactively. This level of oversight fosters a smoother workflow and ensures all team members are aligned with project goals.

Along with monitoring the workflow of remote teams, businesses strive to safeguard the company’s confidential data. Remote work often involves accessing corporate systems from various locations, which increases the risk of data breaches or misuse. Employee monitoring for mac users prevents the data leakage and misuse due to improved security-grade.

In short, employee monitoring is not about micromanagement but about empowering remote teams to perform at their best. By offering visibility, fostering accountability, and ensuring security, it becomes a cornerstone of successful remote workforce management. For businesses relying on Mac devices, choosing software optimized for macOS ensures an even smoother integration into daily operations.

Key Benefits of Using Employee Monitoring Software on Mac Devices

Remote employee monitoring brings many benefits. There are distinctive features among them like enhanced productivity, data security, improved accountability, custom features for macOs, and better time management.

Monitoring software provides detailed records into how employees spend their time. Features like activity tracking and application usage reports help identify areas where time is wasted and encourage more focused work. For Mac users, these tools often come with intuitive interfaces that agree on the macOS ecosystem, making them easy to use.

By installing employee monitoring software, employee monitoring software on Mac devices offers robust security features such as file access tracking and screen monitoring. These capabilities act proactively and prevent data breaches and ensure that company information remains secure, even when accessed from remote locations.

Remote work can sometimes lead to a lack of transparency in task completion. Monitoring software addresses this by providing real-time updates on project progress and individual contributions. Managers can use this data to encourage top performers, define areas for improvement, and ensure that all team members remain accountable.

By offering detailed records with insights into employee performance, these tools enable managers to make informed decisions about resource allocation and workload distribution. For remote teams using Macs, this ensures that work is evenly distributed and that employees feel neither burned out nor underestimated.

By leveraging employee monitoring for remote teams, business leaders can not only streamline their operations but also create a more secure and productive environment for their remote teams. Mac users, in particular, can enjoy the advantages of tools that are specifically designed to complement their devices, ensuring smooth and efficient workforce management.

Summing Up

Employee monitoring software for Mac devices offers many benefits. It boosts productivity, enhances security, and improves accountability. Seamless integration with macOS ensures a smooth user experience. Features tailored for Mac users make managing remote teams easier and more effective. By adopting the right software, businesses can streamline operations and support their teams.

Trump’s Game, China’s Move

US vs China

By Dan Steinbock

The Trump White House is likely to ignite another round of inflation in new trade and tech wars. And that could drive US-China ties to the edge.

Who do I call when I want to talk to Europe? Kissinger once quipped highlighting the internal divides of the old continent. Today, he’d have a similar problem calling America.   

In recent weeks, President Biden has yielded spotlight to Trump who has talked with foreign leaders like President Macron and Ukraine’s Zelensky, while commenting on Syrian turmoil before Biden. After Trump’s meetings with Canadian PM Justin Trudeau and Mexico’s president, Claudia Sheinbaum, trade and immigration policy are already out of Biden’s hands.

Since 2021 Biden has missed the opportunity to reset Trump’s policies. Now he could have used the transition period to warn Americans of the impending Trump’s revolution, whick risks disrupting domestic politics and US-China ties.

Trump’s triple inflation risks              

If the 2021-23 inflation surge in America killed Biden’s second term by instigating widespread voter frustration, Trump’s economic agenda is likely to pose a triple threat to U.S. price stability.

The expected broad tax cuts will compound the already-huge federal deficits and debt, thereby exacerbating inflation. The possible effort to reduce the independence of the Federal Reserve would further foster inflation.

The second likely source of inflation would be the Trump’s pledge to initiate the “massive” deportation process, alongside other restrictive immigration policies. Not only would that effort divide Americans, reinforce xenophobia and white nationalism, it would likely disrupt U.S. labor markets, which rely on foreign-born workers, particularly in construction, agriculture and hospitality.

Additionally, such policies would encourage another ugly wave of anti-Asian sentiment that America witnessed in the Trump era and Biden’s protectionism has continued to inflame. It would undermine Chinese immigrant talent in science, technology, engineering, and mathematics (STEM). Darkly reminiscent of the Chinese Exclusion Act of 1882, America First translates to deporting the Chinese first. The Trump White House needs to scapegoat an “enemy” for its policy failures.

Third, Trump seeks to integrate the barely-regulated cryptocurrencies into America’s financial and fiscal systems thus opening the henhouse to crypto-foxes. It is a self-interested policy of the Trump oligarchs. The unregulated crypto-sphere, if fully executed, could cause high volatility in the financial markets. By potentially facilitating illicit activities such as money laundering, dark financing and diminishing the Fed’s influence over the economy, it could disrupt the dollar hegemony in the world economy.

Hence, too, the president-elect’s recent threat of 100% tariff on BRICS countries if they pursue creating new currency. In reality, the 34-country bloc is more interested in trading with their own local currencies than a bloc-wide currency. But Trump’s economic coercion is a taste of things to come.

Trade and technology wars      

Since American hegemony can no longer rely on US dominance in the increasingly multipolar world economy, Washington relies increasingly on trade wars, sanctions and geopolitics to retain that supremacy.

If the triple inflation threat associated with the Trump White House will materialize, the Fed will slow its rate cuts or return to tightening. That will push up the dollar, which could destabilize international currencies, including the Chinese yuan. When trade tensions take off, economic uncertainty and market volatility will increase worldwide, including Chinese stock market. As investors’ risk appetite decreases, markets face downward pressures.

The Trump administration will exploit sanctions to decouple bilateral high-tech ties with China, especially by targeting semiconductors, artificial intelligence, quantum technology, possibly advanced manufacturing and biotech. Such measures increase costs in high-tech over time but won’t immediately affect daily living costs in the US.

Hence the attractiveness of such measures to Trump’s trade authorities, including the new trade representative Jamieson Greer, a protégé of ex-trade czar Robert Lighthizer. Greer used to represent US Steel in a lawsuit against China. Rewarded for his loyalty in the Capitol attack four years ago, the Sinophobic Peter Navarro will be Trump’s new senior counselor for trade and manufacturing.

Although the tough-and-rough Lighthizer managed to sell tariffs to Wall Street during the Trump’s first administration, he has now been played out. Treasury Secretary pick Scott Bessent, Commerce Secretary selection Howard Lutnick and Kevin Hassett, the new head of the National Economic Council, are all seen as business-friendly establishment figures. But each supports tariff and tech wars as well.

Unlike Lighthizer who saw tariffs as across-the-board duties to resolve America’s chronic trade deficits, the Wall Streeters are more likely to use tariffs “strategically” on certain products and as a cudgel to coerce other nations to accede to Trump’s demands.

China’s counter-measures       

As demonstrated by the just concluded Central Economic Work Conference, China has been preparing for Trump’s trade wars. Among priorities for economic policy in 2025, policymakers emphasize the need to maintain stable growth, employment and commodity prices, through steps like higher deficit-to-GDP ratios, rate cuts and the issuance of ultra-long-term special treasury bonds.

During the first Trump administration, China was the primary tariff target. Now Trump says he will enact a 25% tariff on all imports from Canada and Mexico on his first day in office, and raise tariffs on goods from China by 10%. He has advocated 60-100% tariffs on imports from China and 10-20% tariffs on imports from all other countries, including allies. The “spread effect” could dilute some of the adverse impact on China. Moreover, like seven years ago, US importers have been busy trying to frontload their China purchases to reduce the impact of the impending tariffs. The proposed tariff effect is thus more likely to materialize in 2025-26.

Second, Chinese economy has changed. In 2017, it was more reliant on US as an export destination. For two decades, China was the top exporter of goods into the US and even in 2022 bilateral trade was still at a record high. Now Mexico has overtaken China’s role. Today, the US attracts less than 15% of Chinese exports, whereas ASEAN and the EU account over 16% and less than 15%, respectively. The EU will seek to emulate the US tariffs, but prefers targeted rather than across-the-board tariffs.

Third, China was more dependent on exports in 2017. Today, China is world-class science leader and benefits from more diversified innovation. I am currently touring in Guangdong’s Greater Bay Area. In the “Chinese Silicon Valley,” research and development (R&D) as of GDP is over 2.4%; higher than in France. In Shenzhen, it is over 6.5%; more than in any country.

True, China is still developing manufacturing processes for advanced semiconductors; a key target of US export controls. But now it is leading in electric vehicles, automotive software and lithium battery technology. Moreover, China’s LNG shipbuilding and high-speed rail industries are on track to hit targets. It produces the world’s most efficient and lowest-cost solar panels, along with innovative drugs.

Hardball or dialogue

Recently, the Politburo, China’s top decision-making body, opted to respond more actively to economic downturns, boost demand and stabilize the housing market. Fiscal easing is augmented by “moderately loose” monetary policy next year. The decision to foster “unconventional” counter-cyclical adjustments is the greatest policy shift since 2008.

However, China too can play the tit-for-tat trade games, even if reluctantly. On Dec. 2, Washington added more than 100 Chinese companies to a restricted trade list and banned the sale to China of some of the fastest semiconductors and the equipment to make them. China responded by banning US exports of rare minerals – gallium, germanium, and antimony – and other items.

It was the first time China included a broad ban on so-called transshipment in a government regulation on exports. US sources estimate the likely total cost from disruptions to supplies of gallium and germanium alone at over $3 billion. Moreover, Beijing has begun an antimonopoly investigation into Nvidia, the US giant dominating the world market for the advanced chips needed for AI.

Does this mean China has opted for those geopolitical divides in the global economy that Trump and Biden have supported in the past seven years? No. It is a signal to the incoming Trump administration that unilateralism has no future in a multipolar global economy. It is still a move to begin dialogue – unless the Trump White House chooses otherwise.

The original version was released by China-US Focus on December 20, 2024

About the Author

Dr Dan SteinbockDr. Dan Steinbock is the founder of Difference Group and has served at the India, China and America Institute (US), Shanghai Institute for International Studies (China) and the EU Center (Singapore). For more, see https://www.differencegroup.net/

Why the Finance Team is Crucial When Scaling a Business

Finance Team

By Ian Miell

The cultural shift associated with scaling from a bespoke model to a product-based approach requires strong alignment between all departments, and the finance team often acts as the linchpin.

Many companies struggle with scaling because growth is not merely about doing more of what already works. Fundamental changes in how the business operates are required. Scaling exposes weaknesses in systems, processes, and organisational structures that may have been adequate at smaller sizes but cannot handle the complexities of expansion. Companies often underestimate these challenges.

Financial teams are important 

Transitioning from a bespoke service model to a product-based approach presents numerous challenges for companies, as it involves a fundamental shift in their business operations and mindset. One of the primary difficulties lies in redefining the company’s offering. Bespoke services are inherently tailored to individual client needs, often relying on close relationships and customisation. In contrast, a product-based approach requires standardisation, which can alienate existing customers who value the personalised aspect of the bespoke model. Striking the right balance between standardisation and flexibility is a complex process, as companies must ensure their product remains broadly appealing while preserving key elements of value that clients expect.

The key aspect of transitioning from a bespoke service model to a product-based approach is the fundament modifications necessary to the business’s financial dynamics, requiring robust planning, strategic decision-making, and precise execution. The finance department effectively becomes the heart of the transformation, enabling the transition by ensuring financial stability, providing strategic insights, and aligning resources with the company’s growth ambitions.

To successfully transform to a product solution model, a complete shift of the financial flow is required. The challenge is to bring about this shift without undermining revenue, sales, and existing customer relationships. 

Scale-up transformation strategies 

When a company decides to scale, it often faces a critical strategic choice: transform what it already has or grow something entirely new. These two approaches, while distinct, share a common goal of achieving sustainable growth but require vastly different mindsets, resources, and execution strategies; each has its own financial implications.

Grow Something New 

Growing something new involves creating and scaling a new product line, business unit, or revenue stream that complements or extends the existing business. This strategy is often pursued when the company’s current offerings have limited scalability or when new opportunities arise that promise higher growth potential. Proceeding with this approach requires a focus on innovation and experimentation. The company typically starts by identifying gaps in the market, emerging customer needs, or areas where it has a competitive advantage. From there, resources are allocated to research, development, and prototyping to bring the new idea to life.

The key to success when growing something new lies in balancing the exploratory nature of the venture with disciplined execution. Companies often establish dedicated teams or business units to drive the initiative, freeing them from the constraints of existing operations. This allows for agility and focus while minimising disruption to the core business. As the new offering gains traction, the company invests in scaling it further, whether through increased production, expanded marketing efforts, or building new distribution channels.

Financially, this strategy requires a significant shift in thinking.

Transform What You Have

Transforming what you have involves scaling up the existing business model, processes, and offerings to handle greater demand or market penetration. Companies taking this path focus on optimising their current operations and leveraging existing strengths. The process often begins with a thorough analysis of what is working well and what is not. This evaluation identifies bottlenecks, inefficiencies, and limitations in current systems, such as outdated technology, inadequate workflows, or underprepared teams. Once these weaknesses are addressed, the company invests in upgrading its infrastructure, automating processes, and refining its value proposition to ensure it can meet increased demand without sacrificing quality or efficiency. 

There will likely be significant investment in employee training, technology upgrades, and customer support to ensure the business can handle larger volumes without alienating existing customers or compromising service levels – this can present financial challenges. The company may experience a temporary decrease in revenue or even lose some old clients.  

During the transition, the company may need to operate in two modes simultaneously – minimum servicing of existing bespoke contracts while developing the standardised product. This can strain resources and requires careful financial management. 

Preparing for transformation 

Scaling your company requires an appropriate shift in mindset and this starts with finance. 

It is important to engage your finance team early, making them part of the transformation process from the start. They need to understand the long-term benefits of the new approach.

You will need to rethink your financial metrics to reflect the (fingers crossed) success of the product-based approach. You might look at Customer Lifetime Value (CLV), churn rate, or ratio of customisation revenue to product revenue.

It is also advisable to revisit your commission structures; you want to be rewarding sales of a standardised product rather than customisations. 

Training is another crucial aspect. You may need to offer help to sales teams, teaching them how to sell a product rather than a service, or your developers may need some assistance shifting their thinking from custom solutions to scalable feature. 

By aligning your financial structure with your new product-based mindset, you create an organisational structure, culture and environment where transformation can take root and flourish. The finance department is more than just a support function during a company’s transition from a bespoke model to a product-based model. It is the strategic driver that enables the company to navigate financial complexities, allocate resources effectively, and achieve sustainable growth.

About the Author

Ian Miell

Ian Miell is a partner at Container Solutions, and has been helping companies, across industries, move to cloud native ways of working for over ten years. Container Solutions develops a strategy, a clear plan and step by step implementation helping companies achieve a smooth digital transformation. 

Redefining What We Think We Know About Providing and Receiving Feedback

Providing and Receiving Feedback

By Becky Westwood

Can I Offer You Something

We are all used to the concept of individual feedback in the work environment. It is intended to be a positive process which adds value to each member of staff and to the organisation overall. However, the reality can be very different. In my new book, ‘Can I Offer You Something?’, I examine a number of myths, those ideas about feedback at work that are simply accepted as ‘the way thing are done around here’ and consider alternatives in order that our relationship with feedback can become more purposeful and positive.

Is there a one size fits all approach? 

In many organisations a model for feedback has been introduced and there is no appetite for changing them. In some cases people will rely on their own experiences with feedback and follow a pattern of what they see as always having worked for them. The belief that there is a universal formula can result in staff members having too little or too much feedback. It may be presented in a way that’s hard to process, or exchanged in a way that isn’t authentic. 

Of course, if there was a universal formula to giving and receiving feedback, all businesses would encourage their employees to use feedback in the same way. However, the reality is that individual experience feedback very differently. The more you can understand about your own feedback preferences and explain them to your colleagues, the more benefits you will gain from engaging in feedback.  

Is feedback being ‘done to you’ 

Have you experienced a moment when you felt that feedback was being ‘done to you’? When it feels like a one-way street recipients are very likely to disengage from what is being said. They may even disengage from the person voicing the feedback. If, as the provider of feedback, you are feeling any anxiety about the process, you may find yourself ‘getting it over with’ as quickly as you can.  Your poor recipient may experience this as having feedback dumped on them.  As a result they’ll be less inclined to ask you to share your feedback and miss out on the value of your perspective. 

Feedback should be a conversation, Information/ideas/emotions should go back and forth between provider and recipient. People are much more willing to stay present and engaged with the conversation if the feedback is offered empathically and shared in ways that suit both parties. This puts the human connection in the centre of the exchange. My research showed that 82% of people would like feedback to be more relational. 

Are clarifying questions seen as outside the process? 

For feedback to work well both parties need to understand one another. However, often people feel that asking clarifying questions will be seen as defensive, or an attempt to justify their actions.  If these necessary questions aren’t asked then people will fill in the gaps themselves, decide that they know what is meant and use their time and energy in a futile way to action the ‘wrong thing’.  

Many people, when they are providing feedback and feeling anxious, unintentionally omit space for asking questions. This will likely lead to having to repeat the whole conversation again to clear up any uncertainty that the recipient feels or misunderstandings that have arisen. 

Asking questions is important!  They demonstrate curiosity, help to clarify information and also help you to build your self-awareness and also your awareness of others. And they limit recipients making up what they think you mean.

Is feedback all about creating action? 

I once worked with someone who was told to both stop and start the same thing by two different people. Unsurprisingly this led to ‘analysis paralysis’. When feedback isn’t clear, recipients can get into a frenzy trying to action everything or focus on things that really aren’t a priority. This can result in missed deadlines, missed opportunities a lot of frustration.

Good feedback is really about inspiring choice. What you offer is your perspectives on something. The recipient can choose what to do with it. They may take it on board as a moment of recognition; learn, act or do nothing at all, without being penalised. 

If what you’re offering will lead to an unhelpful consequence if they don’t act, then communicate this clearly. What you’re actually doing here is not feedback. What you are doing is providing a direction.  Everyone needs to understand this and be clear on the next steps. 

Is feedback mainly criticism? 

If you see criticism as a key part of feedback this can lead to increased feelings of anxiety as people start to perceive feedback as a threat. People will be wary and on their guard. This may cause them to feel judged personally, rather than being a reflection of what they have or haven’t done.  

In truth negative and positive feedback can be equally uncomfortable, motivating, and challenging to both receive and to give. 

But regardless of the label attached to feedback it is important that it works for the person on the receiving end. To get over the idea that feedback must be critical what’s important is to the consider why you want to offer or receive feedback. What is the purpose or desired outcome?  Then use this to focus your efforts. From whom do you wish to seek feedback? Or, what will be the best way to offer it to the human being sitting with you? 

Conclusion 

If you want to have a beneficial relationship with feedback it is time to take a step back and ask yourself, how do you really know what you know about the feedback process? By doing this you can get curious about the influence of the unhelpful embed beliefs we have about feedback. You’ll able to access their impact on your behaviour and change them for a more nuanced understanding that will make feedback more purposeful, relational and valuable. 

About the Author

Becky Westwood

Becky Westwood is an Organisational Psychologist, and Chief Experience Officer of Monkey Puzzle Training and Consultancy. Becky is author of ‘Can I Offer You Something? Expert Ways to Unpack the Horrors of Organisational Feedback’.

How International Aid Fails and Succeeds — Why Some Programmes Work and Others Don’t

International aid

By Zhenglin (Alex) Li

International aid refers to assistance provided by one or multiple countries or organisations to another country, often with no expectation of direct repayment. It can be broadly categorised into short-term relief aid, aimed at addressing emergencies, and long-term development aid, focused on building infrastructure and capabilities. In some cases, donors impose conditions that require recipients to spend the aid money on products or services from the donor country, a practice known as tied aid. Generally, relief aid tends to have a more positive impact than development aid, while tied aid often diminishes the benefits of the assistance.

The Case for Relief Aid 

Relief aid has proven to be essential in times of crises. Its effectiveness lies in its clear purpose: addressing immediate needs during emergencies. For example, relief aid is often directed towards providing equipment and resources to mitigate the impact of natural disasters, making it harder for governments to misuse funds. Since the primary goal is saving lives, governments are less likely to squander the money, as any mismanagement could result in devastating consequences for their citizens.

Relief aid also tends to produce benefits that outweigh its drawbacks, as it prioritises human lives. A notable example is the aid India provided to Nepal following the devastating 2015 earthquake, which registered a magnitude of 7.8. The disaster claimed approximately 9,000 lives and caused massive financial losses. While Nepal’s government was eager to send rescue teams, financial constraints limited its ability to respond effectively. India’s aid played a crucial role by funding temporary shelters, distributing food and other necessities, and financing rescue equipment like helicopters. Thousands of lives were saved, and the aid also facilitated rebuilding efforts in the aftermath of the destruction.

The Challenges of Development Aid 

In contrast, the effectiveness of development aid is often limited. The goal of development aid is to improve infrastructure, such as transportation networks, or to enhance human capital through education and training. Ideally, these improvements would attract foreign direct investment (FDI) and foster entrepreneurship, leading to economic growth and poverty reduction. However, for development aid to succeed, certain conditions must be met, such as a stable government and a lawful market system.

Without stability and rule of law, investment is discouraged, as the future becomes uncertain, and trained workers may be unable to utilise their skills due to war or political persecution. For instance, during the era of the Republic of Zaire (now the Democratic Republic of Congo), the country was plagued by political corruption and economic instability. Dictatorship led to widespread violence, with citizens frequently murdered and companies forcibly transferred to the dictator’s family. Despite receiving significant aid from the United States and other high-income countries, much of the money was diverted to military spending or lost to corruption. Training programmes provided by the United Nations were also ineffective, as skilled workers were often subjected to forced labour, enriching the dictator’s wealth through diamond mining. By the end of this period, Congo was one of the least developed countries in the world, with fewer than 100 doctors, despite the substantial development aid it had received. Even after the dictatorship ended, the nation experienced two civil wars and ongoing conflict, leaving it with one of the poorest economies, worst infrastructures, and least skilled workforces globally. To this day, Congo relies heavily on exporting primary products, with limited foreign investment or entrepreneurial growth. 

The Limitations of Development Aid in Stable Economies 

Even in countries with stable and lawful systems, development aid does not always yield the best results. While it can assist with economic growth and infrastructure improvement, it often lacks the advantages of promoting international trade. One reason is that aid can foster complacency, as individuals may view it as a benefit that does not require effort, and firms may become less competitive, knowing losses or inefficiencies can be offset by external funding. This reliance on aid can make domestic industries dependent, leaving them vulnerable in international markets once the aid is withdrawn.

A clear example is the long-term development aid provided by the United States to Egypt. Due to the country’s weak domestic industry, Egypt had to either cooperate extensively with the donor, reducing its economic independence, or implement protectionist policies. In contrast, promoting international trade encourages firms to compete, innovate, and reduce costs. This is one reason why the Asian Tigers and China achieved significant growth—by attracting FDI, they enhanced domestic competition and efficiency. 

The Harmful Effects of Tied Aid 

A specific form of aid—tied aid—can be particularly harmful to recipient countries, as it often imposes economic or political pressures. Tied aid typically requires recipients to import goods or services from the donor, increasing economic dependency, or to align politically with the donor. A notable example is the Pergau Dam scandal in the 1990s. The United Kingdom provided aid to Malaysia to fund the construction of the Pergau Dam, but it required Malaysia to purchase equipment from British companies. Moreover, Malaysia agreed to buy British arms under political pressure, strengthening bilateral relations and aligning with the political agendas of British Prime Ministers Margaret Thatcher and John Major. While the dam provided short-term benefits, the arrangement was widely criticised for increasing Malaysia’s economic and political dependence on the UK.

About the Author 

Zhenglin (Alex) Li

Zhenglin (Alex) Li is an independent researcher based in Yinghua Academy of Tianjin. His research area focuses on the financial market, pension reforms, the Chinese economy and trade liberalisation. He was one of the delegates of China in the United Nations Youth Training Program in 2023.

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