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The BRICS Expansion and the End of Western Economic and Geopolitical Dominance

BRICS

By Dr Kalim Siddiqui

Introduction

The 16th BRICS Summit in Kazan, Russia, marks a pivotal moment for the group as it aims to make significant progress in cross-border payments, alternative payment systems, and dedollarization. Russia’s reliance on the US dollar for trade has shifted dramatically, with 90% of its trade with China now conducted in local currencies. This reflects a broader trend of dedollarization, a long-term strategy for BRICS, though challenges may arise from differing priorities between China and India. Despite these challenges, the group could find consensus on key global issues, such as the Palestinian conflict.

China has also made substantial investments in major infrastructure projects across Africa, strengthening its influence on the continent. This stands in contrast to the United States, which has offered no new development policies for Africa, instead promoting a neoliberal model focused on foreign capital and low-value goods exports.

Established in 2006 by Brazil, Russia, India, and China, with South Africa joining in 2010, BRICS was formed to foster economic cooperation and challenge the dominance of Western economies. In January 2024, the group invited several new members, including Egypt, Ethiopia, Iran, Saudi Arabia, and the UAE. With these additions, BRICS now represents 3.5 billion people—approximately 45% of the global population—and accounts for 28% of global GDP. Furthermore, with key oil suppliers like Russia, Iran, Saudi Arabia, and the UAE, BRICS controls 45% of the world’s crude oil production, solidifying its growing influence on the global stage.

Reshaping the Global Economic Landscape

The recent inclusion of nations such as Saudi Arabia, the UAE, and Iran into BRICS is transforming the global economic order and challenging the G7’s long-standing dominance. BRICS members are aiming to expand their economic and geopolitical influence by reforming international financial systems and reducing reliance on the US dollar. The group’s expansion not only strengthens its collective bargaining power but also signifies a shift in the global economic center of gravity towards the Global South. As BRICS now accounts for 45% of the world’s population, its economic and geostrategic importance will continue to rise.

BRICS membership has the potential to enhance regional cooperation among countries already involved in regional forums. (Siddiqui, 2023b) The numbers are telling: the Global North’s share of world GDP fell from 57.3% in 1993 to 40.6% in 2022. The US’s share of global GDP (measured by purchasing power parity, or PPP) also shrank, from 19.7% to 15.6% during the same period—despite its continued monopoly privileges. In 2022, the combined GDP (by PPP) of the Global South, excluding China, surpassed that of the Global North.

The Global Economic Shift

In recent decades, the global economy has undergone radical changes. In 2000, the economies of the G7 were roughly ten times larger than those of the BRICS. However, the global financial crisis of 2008 hit advanced economies hard, reducing their overall output and leading to long-term growth declines. By 2023, the GDP of advanced economies had shrunk to about a third of what it once was. Projections indicate that by 2030, their share could further decrease to just one-tenth. In contrast, the aggregate economic power of the BRICS nations is expected to surpass that of the G7 in terms of GDP.

Challenging the West’s Economic Dominance

The West comprises only a tenth of the world’s total population, yet it dominates all international financial institutions and shapes global rules in its favour. This unequal power dynamic dates back to the colonial era but is now being challenged by the rapid economic growth of developing countries, whose share of global GDP continues to rise. (Siddiqui, 2024)

BRICS countries surpassed the G7 in terms of global gross domestic product (GDP) measured by purchasing power parity (PPP) in 2018 (See Figures 1 and 2). By 2024, the gap had widened further, with BRICS accounting for 35% of global GDP, compared to the G7’s 30%. According to the International Monetary Fund (IMF), the BRICS bloc will collectively hold 32.1% of global GDP by 2023, a sharp increase from 16.9% in 1995 and notably more than the G7’s share of 29.9%.

Figure 1: The Share of Global Output Growth Contribution Between G7 and BRICS (in PPP), 2000-2024.

Figure 1
Source: https://www.statista.com/statistics/1412425/gdp-ppp-share-world-gdp-g7-brics/

Figure 2: The Share of G7 and BRICS in Global GDP in PPP, 1995-2023.

Figure 2
Source: IMF, World Economic Outlook, 2024. https://www.statista.com/chart/30638/brics-and-g7-share-of-global-gdp/

Despite BRICS’ rise, the US dollar continues to wield enormous financial power in international markets. Although de-dollarization efforts have gained momentum, fully dislodging the US dollar from its dominant position will take time. The dollar’s share in global reserves has slightly declined in recent years, partly due to changes in how gold is categorized under the Basel III framework. In 2020, gold was reclassified as a less risky asset by the IMF and World Bank, prompting central banks to diversify their reserves. Nevertheless, as of 2023, around 60% of global central bank reserves are still held in US dollars, with 20% in euros.

The US dollar remains the world’s most traded currency, involved in nearly 90% of all foreign exchange transactions. (Siddiqui, 2020b) Since 1944, the dollar has been the dominant currency for foreign exchange reserves, currently making up 60% of global reserves, compared to the Chinese renminbi’s 3%. The dollar’s strength lies in its liquidity, wide acceptance as a medium of exchange, and freedom from capital controls, unlike the more tightly regulated currencies of China, Russia, India, and South Africa. However, BRICS countries are increasingly using local currencies for bilateral trade, gradually reducing their reliance on the dollar and their exposure to foreign exchange volatility. (Siddiqui, 2021)

Learning from the Past to Build the Future

Understanding history is crucial to shaping a prosperous future. As the saying goes, “the key to the future lies in the past.” Historically, Asia’s share of global GDP plummeted from 60% in 1820 to just 20% by the 1950s. This sharp decline coincided with the colonization of Asian countries by Western European powers, which impoverished the region. Once self-sufficient and exporters of finished goods, these economies were transformed into suppliers of raw materials, resulting in widespread illiteracy, malnutrition, hunger, and poverty.

After World War II, European colonial powers became economically and militarily weakened, while the United States emerged as the leader of global capitalism. Many colonies gained independence in the post-war period, but the colonial system was soon replaced by a neocolonial structure. (Siddiqui, 1989)  Developing countries remained dependent on the West for trade, technology, and finance. In the 1980s, the West engineered a debt crisis in the developing world: as global oil prices surged, the US raised interest rates, causing foreign debt repayments to skyrocket. Many developing nations faced crippling debt crises and were forced to borrow more from international financial institutions just to service their existing debts. (Siddiqui, 2024)

Western Neoliberalism and Its Impact

Since the 1980s, Western economic policy has shifted towards neoliberalism. Unlike earlier forms of capitalism, neoliberalism involved relocating metropolitan capital from advanced economies to poorer countries in order to exploit their low wages and reduce production costs for the global market. This shift marked the end of state intervention in “demand management,” which had been a cornerstone of the post-war economic policy known as the “Golden Age” of capitalism.

Despite the long struggle for independence by developing countries, Western hegemony—particularly that of the United States—continues. However, global power dynamics are changing. The US has seen its control weaken in critical areas such as financial markets, science and technology, and the exploitation of natural resources in developing countries. Yet, in other domains, such as control over information and media narratives, the West still holds a firm grip. The US and NATO also maintain a significant military advantage over much of the developing world. For example, the US and European countries account for nearly 70% of global military spending. Many developing nations fear US influence, given its extensive network of foreign military bases and its ability to destabilize or overthrow governments, impose sanctions, and cripple economies—instilling a fear of retribution.

BRICS and the Potential for South-South Cooperation

Over the past few decades, the BRICS nations have achieved remarkable economic growth. However, their political influence in global governance has not kept pace with their economic transformation, particularly given their growing share of the global economy and international trade. (Duggan, et al 2021) The BRICS bloc is highly diverse: India, for instance, has the world’s largest and fastest-growing population (Siddiqui, 2019b), while Russia’s population is in decline. China is a manufacturing powerhouse, while the Middle East, with the inclusion of nations like Saudi Arabia and Iran, supplies much of the world’s oil and gas. Brazil boasts a vast agricultural and industrial base.

This diversity provides the BRICS countries with an opportunity for South-South cooperation, where they can leverage their unique strengths to create a new, multipolar global order. (Siddiqui, 2020a) Through cooperation, these nations can amplify their voices in international forums and drive reforms in global governance systems that have historically been dominated by the West. (Duggan, et al 2021)

Figure 3: Expanded BRICS GDP in trillions of US dollars.

Figure 3
Source: World Bank, 2024. https://www.geopoliticalmonitor.com/will-brics-expansion-finally-end-western-economic-and-geopolitical-dominance/

Figure 4: Share of Manufactures in Exports in 2022 (in %).

Figure 4
Source: World Bank, World Development Indicator, 2024. https://www.socialeurope.eu/g7-versus-the-brics-taking-stock-in-12-figures

The dramatic growth of BRICS economies can be attributed to their increasing participation in global trade, as well as intra-BRICS trade. In 2010, the total trade volume of BRICS countries amounted to US$4.7 trillion. By 2018, this figure had risen to US$6.8 trillion—an increase of 1.4 times. In contrast, the total trade of G7 countries increased from US$10.8 trillion in 2010 to US$13 trillion in 2018, an increase of only 1.2 times. This shows that BRICS nations are increasing their global trade involvement at a faster pace than the G7. In 2010, BRICS accounted for 14.7% of global trade, while G7 controlled 33.8%. By 2018, BRICS’ share had grown to 17.1%, while the G7’s share had decreased to 32.7%.

In recent years, trade between BRICS countries has grown significantly. For example, in 2000, Brazil and China traded US$2.3 billion annually. By 2019, they were trading nearly US$1 billion every 72 hours, reflecting a fiftyfold increase in trade in just 20 years. Similarly, China-India trade rose 28 times, from US$3 billion in 2000 to US$85 billion in 2019. Overall, intra-BRICS trade volumes increased from US$459 billion in 2010 to US$684 billion in 2019. In comparison, trade between the US and the EU (which includes most G7 members) increased from US$409 billion in 2010 to US$625 billion in 2019.

Most economists predict that US economic growth will continue to slow, as it has for the past 30 years, while Asian economies—especially China and India—are expected to rise steadily over the next decade. BRICS countries have not only boosted exports but have also increased the share of manufactured goods in their exports, which demonstrates their growing capacity to produce goods that are in demand globally. However, despite this progress, the share of manufactured exports among BRICS nations averages 48%, compared to 66% for the G7 (See Figure 4). This gap highlights the advantage the G7 still holds in terms of advanced manufacturing capabilities.

While BRICS is gaining economic momentum, the G7 still enjoys key advantages. The G7 consists of rich Global North nations with higher average incomes, greater productivity, and lower unemployment rates. Historically, these nations have dominated the global economy and set trade and economic rules in their favour.

In 2022, the US had a nominal GDP of US$23.1 trillion, while the other G7 economies saw more modest figures: Japan (US$5.1 trillion), Germany (US$3.8 trillion), the UK (US$2.8 trillion), France (US$2.7 trillion), Italy (US$2 trillion), and Canada (US$1.7 trillion). BRICS nations, by comparison, have experienced economic growth, but there are notable discrepancies in their performance. In 2022, China’s nominal GDP was US$16.3 trillion, significantly higher than that of its BRICS counterparts. India, Brazil, and Russia had GDPs of US$3 trillion, US$1.8 trillion, and US$1.8 trillion, respectively, while South Africa’s GDP was much lower at US$351 billion (See Figure 3)

The BRICS group aspires to play a larger role in global governance, driven by the growing disparity between the influence of developing countries in the global system and their ability to participate in that system. As the economic power of developing economies expands and global power shifts toward the Global South, this imbalance becomes increasingly evident. For example, the UN General Assembly reflects this shift, with developing countries moving toward greater cooperation through South-South initiatives. The current global governance system, however, is in crisis, and efforts to reform institutions like the International Monetary Fund (IMF), World Bank, and World Trade Organization (WTO) have largely failed. (Duggan, et al 2021)

Yet, rising inequality and divergent growth rates among developing nations have emerged as significant challenges. While some East Asian countries, including China and India, have experienced rapid economic expansion, many African and Latin American nations have faced slower growth and rising external debt over the past two decades. Trade imbalances are increasing, and even where trade in manufactured goods has grown, much of this is linked to global supply chains, with limited value added by developing economies. The primary gains continue to accrue to headquarters-based activities in advanced economies (UNCTAD, 2018). Moreover, foreign direct investment (FDI) in developing countries remains concentrated in extractive industries and labour-intensive sectors, which often have low environmental standards. This has led to poor governance, low productivity, high unemployment, and rising social inequality.

Economic integration and South-South cooperation among the Global South (former colonies) have long concerned the West. In the 1970s, when developing countries called for a “New International Economic Order” (NIEO), the West strongly opposed it. Five decades later, the Global South is once again organizing and demanding a greater voice in global governance. (Siddiqui, 1985) 

Despite its challenges in shaping the global agenda, BRICS remains the most comprehensive multilateral platform for promoting the interests of the developing world through enhanced South-South cooperation. This cooperation has led to rapid economic growth and deepening economic ties among developing nations. By 2011, exports between developing countries had surpassed their exports to advanced economies (WTO, 2019). The potential for higher growth rates, trade liberalization, and greater industrial cooperation within the Global South appears stronger than with the Global North.

Since 2000, the G7’s share of global GDP (measured by purchasing power parity, PPP) has declined from 43% to 30%, while the original five BRICS countries’ share has increased from just over 21% to 35% during the same period. When measured in nominal US dollars, the G7 still holds a higher share at 43%, but the gap between the two groups is narrowing. With the addition of countries that have applied to join BRICS, the group’s share of global GDP is set to rise significantly. Furthermore, the recent expansion of BRICS, which now includes Egypt, Ethiopia, Iran, Saudi Arabia, and the United Arab Emirates, marks what Chinese President Xi Jinping described as a “historic” moment. This expansion is expected to generate trillions of dollars in additional output, bringing BRICS’ total output to US$29 trillion and accounting for 28.4% of global GDP.

The US economy alone accounts for more than 25% of global economic output, with the European Union contributing approximately another 17%. When combined with other advanced economies such as Canada, the UK, Australia, and Japan, the total GDP of these countries constitutes about 45% of the global economy. Despite this, BRICS countries, though currently characterized by lower per capita incomes, are experiencing much faster economic growth compared to the G7 nations, a trend expected to continue until 2050.

However, there are significant disparities in the economic performance of the BRICS members. For example, China’s economy dominates the group, with a GDP of $18 trillion, accounting for roughly 63% of the BRICS’ total GDP. India’s per capita GDP ($2,389) is less than one-fifth of China’s ($12,720) and one-sixth of Russia’s ($15,345). This gives China disproportionately greater leverage within the group. While India is the second-largest BRICS economy, China’s economy is more than five times larger in terms of GDP.

China and India are two of the world’s leading emerging economies. As of 2022, China and India are the 2nd and 4th largest economies globally on a nominal basis (see Table 1). On a purchasing power parity (PPP) basis, China ranks 1st and India 3rd. Together, these countries account for 21% and 26% of the world’s total wealth in nominal and PPP terms, respectively, and they jointly contribute to over half of Asia’s GDP.

In terms of sectoral GDP composition in 2022, China’s GDP was made up of agriculture (8.3%), industry (39.5%), and services (52.2%). For India, the composition was agriculture (14.9%), industry (23%), and services (61.5%). (The Economist, 2023)

Table 1: China and India’s Macroeconomic Indicators in 2022.

China India
Population 1.43bn 1.43bn
GDP growth (%) 4.7 5.6
GDP per head (US$) 13,680 (PPP: 23,460) 2,430 (PPP: 8,810)
Inflation (%) 2.9 5.2
Budget balance (% of GDP) -4.2 -6.0

Source: The Economist, 2023, p.103.

To address the infrastructure needs of member countries, the BRICS established the New Development Bank (NDB) in 2015. By 2022, the bank had provided loans totaling $32 billion to developing countries for infrastructure projects, with a focus on funding sustainable development. However, under the leadership of Dilma Rousseff, the former president of Brazil and current director of the NDB, the bank has made it clear that it will not provide loans for debt servicing. This stance means that BRICS member countries will continue to rely on institutions like the International Monetary Fund (IMF) for financial support, often accompanied by the implementation of “structural adjustment programs” that enforce neoliberal reforms and austerity measures.

The global financial crisis of 2008 marked a pivotal moment for G7 countries and also had a significant impact on developing economies. Unlike previous crises in Latin America (1980s) and East Asia (1997), which were region-specific, this crisis originated on Wall Street—the epicenter of global capitalism. In November 2008, the U.S. invited G20 finance ministers, including those from emerging economies, to discuss the global economic crisis. This marked the first time that emerging economies were included in the global governance and economic management discussions, which had previously been dominated by Western countries.

In recent years, particularly following U.S. sanctions on Russia and the removal of Russian banks from the SWIFT payment system, BRICS members such as China, Russia, and Brazil have developed alternative settlement platforms. These platforms provide alternatives to the Society for Worldwide Interbank Financial Telecommunication (SWIFT) payment system, signaling a shift toward greater financial independence from Western-dominated institutions.

Conclusion

The study concludes that the global economy and governance are gradually shifting towards a multipolar world—a positive development for the Global South, signaling a potential end to Western dominance and hegemony. Over the past three centuries, inequality has been deeply entrenched through slavery, wars, and both colonial and neo-colonial policies.

The erroneous belief that international trade benefits all nations equally, based on the assumption of full employment of all factors of production (including labour), both before and after trade, was a myth propagated by colonizers in the 19th century. It claimed that trade merely reshaped production towards comparative advantages, but this oversimplified view ignored the realities of exploitation and underdevelopment in many regions.

The neoliberal economic order, characterized by relatively unrestricted flows of goods, services, and capital, was built on the bourgeois argument that trade benefits all. However, after the 2008 collapse of the American housing bubble, which triggered a global financial crisis and prolonged overproduction, this narrative began to unravel. Advanced economies increasingly adopted protectionist measures to shield their industries from imports, contradicting the free-trade ethos of neoliberalism.

The last few decades have witnessed a significant transformation in the global economy. In 2000, the G7 economies were ten times larger than those of the BRICS. However, the 2008 financial crisis in advanced economies significantly reduced their output, leading to a long-term decline in growth rates. By 2023, the GDP of these advanced economies had shrunk considerably. It is predicted that by 2030, their share in the global economy will further decrease, while the BRICS nations are expected to surpass the G7 in terms of GDP.

The BRICS group is now striving to improve the stability, reliability, and fairness of the global financial system through the increased use of local currencies, alternative financial arrangements, and alternative payment systems. This shift signals a broader transformation toward a more balanced and inclusive global order, with the BRICS countries playing a leading role in shaping this new landscape.

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About the Author

Dr. Kalim Siddiqui 

Dr 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. Niall Duggan, N., Hooijmaaijers, B.and Arapova, E. (2021) “The BRICS, Global Governance, and Challenges for South–South Cooperation in a Post-Western World”, International Political Science Review, 43(4). 
  2. Siddiqui, K. (2024) “Neocolonialism: An analysis of international factors on the development of the Global South” World Financial Review, December-January. pp.2-11. 
  3. Siddiqui, K. (2023a). “De-dollarisation, Currency Wars, and the End of US Dollar Hegemony” World Financial Review, August-September, pp.2-14. 
  4. Siddiqui, K. (2023b). “The Political Economy of Shanghai Cooperation Organisation (SCO) and the Growing Regional Multilateral Ties” World Financial Review, February-March, pp. 2-14.  
  5. Siddiqui, K. (2021) “The Bilateral Swap Agreements and the Demise of US Dollar” World Financial Review, September-October, pp.56-64. 
  6. Siddiqui, K. (2020a) “Prospects of a Multipolar World and the Role of Emerging Economies” World Financial Review, November-December, p.65-77. 
  7. Siddiqui, K. (2020b). “The US Dollar and the World Economy: A critical review” Athens Journal of Economics and Business. 6(1):21-44.  January.  
  8. Siddiqui, K. (2019a). “One Belt and One Road, China’s Massive Infrastructure Project to Boost Trade and Economy: An Overview” International Critical Thought. 9(2): 214-235.  
  9. Siddiqui, K. (2019b). “A Century of India’s Economic Transformation: A Critical Review” Journal of Perspectives on Financing and Regional Development, 7(1): 1-22, Jan.-Feb. 
  10. Siddiqui, K. (2016). “Will the Growth of the BRICs Cause a Shift in the Global Balance of Economic Power in the 21st Century?” International Journal of Political Economy 45(4):315-338. 
  11. Siddiqui, K. (1989) “Neo-Classical Economic Theory: A critical perspective”, Klassekampen, (in Norwegian) August 31& September 1, Oslo, Norway 
  12. Siddiqui, K. (1985) “South-South Economic Co-operation and its Future Prospects”, Bergens Tidende, October 4, Norway. 
  13. United Nations Conference on Trade and Development (UNCTAD) (2018) Trade and Development Report 2018: Power, Platforms and the Free Trade Delusion. New York, NY: United Nations.  

Trump Rallies Supporters at Madison Square Garden with Hardline Rhetoric

trump

Republican presidential candidate Donald Trump headlined a rally at New York’s Madison Square Garden on Sunday, using the iconic venue to intensify his campaign’s closing arguments against Democratic opponent Kamala Harris. Trump’s speech centered on immigration, promising to launch “the largest deportation program in American history” if elected, labeling certain migrants as “vicious and bloodthirsty criminals.”

The event opened with controversial remarks from allies, including former New York City Mayor Rudy Giuliani, who accused Harris of siding with “terrorists” in the Israeli-Palestinian conflict, and comedian Tony Hinchcliffe, who insulted Puerto Rico, sparking outrage on social media. Senior campaign adviser Danielle Alvarez stated that these remarks do not reflect Trump’s views.

Trump, rejecting comparisons to a 1939 pro-Nazi rally at the venue, claimed, “This is called Make America Great Again, that’s all this is.” Musk, supporting Trump’s bid, echoed this sentiment, advocating for significant federal budget cuts.

The rally contrasts with Harris’s own high-profile campaign events, with 30,000 attendees joining her and Beyoncé in Houston on Friday. Harris continues her outreach to Puerto Rican voters, promising investment and reform as president. Polls remain close as the candidates vie for battleground state votes ahead of the November 5 election.

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Exclusive Xlence Review for 2024

Stock market

By Jenice walts

In this Xlence Review, we provide our readers with proper information regarding the full range of services provided by this company. Xlence is an international forex and CFD brokerage that recently emerged in the trading space, and received high praise for offering exceptional trading services, rich educational content and outstanding client support.

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Spreads

Xlence gives traders an opportunity to work with very tight spreads that will lower the trading costs and boost the traders’ potential income. Xlence offers 4 account types: Essential, Prime, Deluxe, Ultimate; it provides low spreads on EUR/USD as low as 0.7 pips. Such low spreads imply high liquidity and, in turn, low volatility, which make trading costs effective for traders. Having a higher level of account enables traders to get even more competitive spreads and minimise their costs even further.

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All trading involves risk. It is possible to lose all your capital.

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Musk’s $1 Million Daily Giveaway for Trump Raises Legal Concerns

Musk’s $1 Million Daily Giveaway for Trump

Elon Musk, CEO of Tesla and SpaceX, has pledged to give away $1 million a day until the November 5 election to voters who sign his political action committee’s petition backing the Constitution. The initiative, tied to Donald Trump’s presidential campaign, has sparked concerns among election experts and officials.

Musk’s PAC, supporting free speech and gun rights, requires participants to be registered voters, raising legal questions. Election law experts argue that offering financial incentives to registered voters may violate laws prohibiting payments for voter registration.

Pennsylvania Governor Josh Shapiro expressed concerns over the dark money flowing into the state and its potential impact on voters. Some experts believe the giveaway skirts close to illegal voter incentives.

Musk’s PAC has been touring key battleground states, pushing voter registration and promoting Trump’s candidacy, while critics debate the legality of this unconventional campaign strategy.

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Three Cheers for Business Innovation

Business Innovation

By Dr. Gleb Tsipursky

Jeff Webb, President of the International Cheer Union and founder of Varsity Spirit, has made a strong mark on the world of cheerleading. But his impact goes far beyond the sport itself. Webb’s journey is a masterclass in how to transform a niche product into a global phenomenon, generating a $2.5 billion enterprise and creating an entire industry from scratch. Business leaders looking for lessons in innovation, strategic growth, and leadership can learn a lot from Webb’s experience. Here’s how his strategies can be applied across industries.

Seizing Opportunities for Reinvention

When Jeff Webb first began developing cheerleading as a competitive sport, it was never about replacing traditional sideline cheering at football or basketball games. Instead, his vision was to expand its boundaries and reimagine what cheerleading could be. By integrating acrobatics, dance, and music, he created a dynamic new format that captivated both participants and spectators.

One key challenge Webb faced was overcoming functional fixedness, a cognitive bias where people are limited in their perception of how an object or concept can be used. Many viewed cheerleading solely as a support activity for other sports, and it took strategic vision to reposition it as a stand-alone competitive sport. This bias is prevalent in many businesses, where leaders struggle to see how existing products or services can be reimagined for new purposes. By questioning the traditional definition of cheerleading, Webb was able to see potential where others did not.

Another risk Webb confronted was status quo bias. This bias leads people to prefer things to stay the same and to resist change, even when new opportunities present themselves. Overcoming this bias required not just vision but a willingness to experiment and take risks. When Webb first launched cheerleading competitions, starting with just 20 teams, it was an untested concept that could have failed. By taking that initial step, he demonstrated how leaders can push past the inertia that holds many businesses back from innovation.

Vision Is Only the Beginning: Execution Drives Growth

By emphasizing high-quality execution and avoiding the pitfalls of overly optimistic long-term plans, Webb kept the business grounded in day-to-day realities.

According to Webb, vision is sometimes an overvalued concept. While it’s critical to have a clear vision, even more important is the ability to execute relentlessly. At Varsity Spirit, the daily mantra was to maintain a high level of quality and continually improve. Webb didn’t rely on multi-year strategic plans; instead, he focused on being agile and staying ahead of trends by constantly evaluating performance and adjusting the company’s course.

This approach also helped Webb navigate the optimism bias, which causes leaders to overestimate positive outcomes and underestimate potential challenges. By emphasizing high-quality execution and avoiding the pitfalls of overly optimistic long-term plans, Webb kept the business grounded in day-to-day realities. For business leaders, this means recognizing that while it’s important to have a broad vision, true success comes from focusing on details and maintaining momentum through consistent, disciplined efforts.

Leveraging Fear as a Motivator

Fear is often seen as a barrier to success, but Webb views it as a tool for motivation and discipline. When he started Varsity Spirit, his biggest challenge was the fear of failure—wondering if the company was ready, whether it was the right path, and if they could afford the risks. Instead of allowing fear to paralyze decision-making, Webb used it to assess risks carefully, ensuring that he took measured steps toward growth.

This approach helped Webb avoid the pitfalls of loss aversion, a cognitive bias that makes individuals prefer avoiding losses to acquiring equivalent gains. For many entrepreneurs, the fear of losing can prevent them from pursuing promising opportunities. Webb’s strategy was to balance the fear of loss with a disciplined approach to risk, recognizing when fear indicated a real danger versus when it was just a barrier to progress. Leaders can take a similar approach by using fear as a guide to gauge when they might be overextending, rather than letting it stifle innovation.

Horizontal Expansion: A Deliberate Growth Strategy

One of the cornerstones of Varsity Spirit’s success has been its strategic horizontal expansion. Webb took what was initially a cheerleading camp business and expanded into adjacent markets, such as uniforms, competitions, and event venues. This type of growth requires a deep understanding of how new activities align with the core business. At each step, Webb measured the desire to move into new markets against the strengths and resources the company already possessed.

Horizontal integration can often fail when leaders fall into the halo effect, a cognitive bias where success in one area leads to the assumption that similar success will follow in an unrelated area. For Varsity Spirit, every horizontal acquisition or expansion was closely tied to its core competencies. This disciplined approach prevented the company from assuming that its brand strength in camps would automatically translate to success in other markets without proper alignment and strategic planning.

Managing Rapid Growth: Building a Culture That Can Handle Success

Rapid growth is often seen as the ultimate sign of success, but it can quickly become overwhelming. Webb acknowledges that Varsity Spirit experienced periods of unexpected and explosive growth. To manage this, he built a company culture that embraced hard work, resilience, and teamwork. Because Varsity Spirit was a seasonal business, it wasn’t practical to hire a year-round staff to meet the peak demands of each season. Instead, they relied on a flexible workforce and a shared commitment to excellence.

During periods of rapid growth, anchoring bias can become a significant challenge. This bias occurs when initial information heavily influences decisions, making it difficult to adapt as new data becomes available. Webb mitigated this risk by emphasizing a dynamic and responsive culture, ensuring that the team was ready to scale up operations quickly based on the latest market trends and customer needs. Leaders facing similar challenges should focus on building a culture that values adaptability and resilience, rather than being anchored to outdated assumptions about staffing and resources.

Creating Value Beyond Expectations

From the beginning, Varsity Spirit’s objective was not merely to meet customer expectations—it was to exceed them. This philosophy, born out of necessity in the company’s early days, became a guiding principle as the business expanded. The goal was always to offer a better experience than the previous year, ensuring that returning customers felt they were getting something new, bigger, and better.

The goal was always to offer a better experience than the previous year, ensuring that returning customers felt they were getting something new, bigger, and better.

This commitment to excellence required constant reinvention, a strategy that counters confirmation bias. This bias leads leaders to focus only on evidence that supports their preconceived notions, rather than seeking out data that challenges their assumptions. By prioritizing customer feedback and being open to change, Webb avoided falling into the trap of assuming that what worked last year would work again this year. Business leaders can learn from this approach by continually questioning their own assumptions and looking for ways to push the envelope in delivering value.

Balancing Short-Term Needs with Long-Term Vision

When Webb forged partnerships with media giants like ESPN and Disney, he was looking beyond immediate gains. While the day-to-day focus was on providing a high-quality experience, his long-term vision was to elevate cheerleading into a globally recognized sport. This dual focus—managing the present while keeping an eye on the future—allowed Varsity Spirit to balance short-term execution with strategic growth.

This approach is crucial in avoiding the empathy gap, a bias that makes it difficult to accurately predict how future emotions or market conditions will influence decisions. By keeping one eye on short-term goals and another on long-term strategies, Webb was able to adjust his vision and respond to new opportunities as they arose. Leaders should strive for a similar balance, ensuring that short-term actions contribute meaningfully to broader strategic objectives.

Building a Global Brand: Adaptability in New Markets

Expanding the sport internationally came with unique challenges. Webb learned that successful global expansion requires a deep understanding of local markets and the ability to adapt core business principles to fit new environments. Different countries have varying approaches to youth sports, funding, and culture. Rather than imposing a one-size-fits-all model, Webb adapted his approach based on each country’s unique characteristics.

The lesson for leaders is that even the best business principles need to be flexible when applied in new contexts. Expanding into global markets requires not only strategic vision but also cultural sensitivity and a willingness to build new structures where they do not exist.

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About the Author

Dr. Gleb Tsipursky

Dr. 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.

Why the UK Offers Insurtechs a Strong Opportunity 

Root Platform

By Charlotte Koep

Discerning customers who are increasingly spoilt for choice when it comes to what insurance products they purchase when, how and from whom means that digital transformation and technology adoption remain top of the insurance agenda, offering global insurtechs a good place to invest in for expansion, writes Charlotte Koep, CEO Root Platform  

For any Insurtech looking to enter new markets, there are a number of factors to consider. From an economic standpoint, it’s important to understand current and potential market demand, consumer behaviour and expectations, as well as economic stability and growth potential.  

Next, a company would consider the current technology infrastructure and the competition landscape of that market. Beyond that, there’s the cultural fit and potential for partnership opportunities. And last – though certainly not least – the regulatory environment.  

Sounds simple, doesn’t it? This checklist is vital before a company even considers making moves, and each element requires thorough research. If most of the elements provide you with a green tick, but a few present a big red cross, you’d be brave to invest your time and money.  

With all this in mind – and accepting that not every aspect will be totally perfect at any one moment in time – the UK provides a healthy picture at present, and I don’t expect that to change any time soon. 

It’s safe to say that the UK is the home of insurance, with Lloyd’s of London – the largest commercial (re)insurance marketplace in the world – established in 1689. In more recent years, the UK has developed into an insurtech investment hub, and provides perhaps the highest concentration of expertise across the insurance value chain. 

The UK is one of the fastest growing insurance markets in Europe. In 2023 alone, personal lines insurance saw an increase in Gross Written Premium (GWP) of around 13% year-on-year to £36.17 billion, while commercial insurance grew 12.5% to £37.51 billion. These increases were influenced, as ever, by macroeconomic factors such as inflation and the cost of living, while 2023 felt, in many ways, like a full return to normality in a post-Covid era. 

Modernising insurance 

The digitisation of the insurance industry has been a significant growth driver for the UK insurance market, thanks in large part to Insurtechs. The adoption of insurtech solutions, including AI, automation, and data analytics, has improved efficiencies and customer experience, leading to more tailored products. 

It’s also proved a magnet for insurtech startups, which have continued to partner with insurers to offer faster, more affordable and more personalised services, particularly in areas like motor and home insurance. 

The UK is a market which my team and I have monitored since our inception in 2018, and we officially entered in 2023 through a partnership with Admiral Pioneer, which, I’m pleased to say, has been a positive move so far. 

Personalisation the key 

So, we’ve talked about current and projected market conditions in the UK, but what about consumer behaviour and demands? The UK is one of the world’s most mature markets for insurance penetration. Recent figures by Global Data show that insurance penetration rates are currently around 10% of the UK’s total GDP.  

There’s also a growing demand for personalised cover to meet the needs of each individual. Recent studies suggest that 40% of consumers in the UK want to purchase cover that fits the way they live their lives and use their products. That’s where insurtechs really come into their own.  

Insurtechs offering API-first, flexible platform technology help provide insurers, MGAs and Schemes with substantial opportunities to build more personalised products. They enable rapid iteration, and the opportunity to integrate data-driven personalisation features. These platforms lower the barriers to creating customised solutions, so insurers can respond to customer needs faster and more efficiently. They also offer insurers the ability to better understand their customers, enabling them to continuously understand and deliver against their needs. 

Many of the UK’s largest insurers, which have successfully operated for decades, are investing in their tech capabilities to adapt to a rapidly shifting environment. If they don’t, they’ll fall ever further behind growing consumer expectations and risk losing out to insurtechs that are able to meet their bespoke needs and demands.  

Navigating regulatory requirements 

The Financial Conduct Authority (FCA) is the UK’s insurance market regulator, and insurtechs looking to invest in the UK market must, of course, be cognizant of the requirements. In the last year alone, initiatives such as Consumer Duty, fair value requirement, product governance, and senior managers and certification regime have either been introduced or updated.  

For any insurtech looking to invest in the UK market, it’s important they consider and understand the evolving regulatory conversation, which is tightening across the board. However, the market is still very receptive and open to investment, for those willing to work with the regulator, and strike up a healthy, proactive relationship. In fact, much of the regulation opens up pockets of opportunity for insurtechs that are able to support increased governance requirements and remain flexible as the rules change. 

The FCA recently launched its 2024-25 business plan, aiming to deliver improved outcomes by becoming a more assertive, data-driven regulator. This strategic shift towards data-driven approaches requires insurers to strengthen their data infrastructure to meet regulatory expectations and will involve making additional investments in technology and training. This puts insurtechs in a very favourable position moving forward. 

Then there’s the ethical application of AI, which is still in its infancy and continues to evolve at pace with clear potential to be a powerful change driver in our sector. These focus on fairness, transparency and accountability. Several frameworks and guidelines are emerging to ensure the responsible use of AI, particularly in areas like decision-making and customer treatment. The FCA, along with the Bank of England, have been involved in setting out governance and oversight standards for AI use in financial services. The focus is on ensuring that AI models used for risk assessments, pricing, and claims management are transparent, fair, and unbiased. 

There is always a balance to be struck when it comes to regulation. If regulation protects the consumer without stifling innovation, my view is that it is a positive development to see the UK putting such frameworks in place. It’s a world that could get out of hand very quickly, so regulators need to consult with the insurtechs, as well as established players, developing and deploying AI systems and asking the hard questions. We need a transparent process and sharing of information. This will help – and is already helping – the market to operate in progressive way with AI and other technological advancements, resulting in a market that is more predictable and investment friendly. 

Overall, the UK presents a growing and mature insurance market, and one that is willing to evolve and embrace innovative new ideas, provided they can prove their value to consumers. There are some areas, such as cyber insurance, which have so much potential, yet have not yet seen as much emphasis as might have been expected. We’re seeing more insurers embrace digital distribution strategies, which is driving demand and investment into insurtechs. We see real potential in the embedded distribution space as more consumers prefer a seamless, joined-up purchase journey that includes insurance over the traditional approach of having to make separate transactions through different companies, which often ends up not happening.  

With an ever mushrooming number of distribution nodes comes an increasingly complex administration, data and governance challenge for insurers. How does an insurer remain compliant, administer multiple levels and nodes of distribution and satisfy an increasingly diverse customer base? The answer lies in technology which enables transformation and growth into this digital and complex future. The growing MGA and schemes markets in the UK are a good example of a segment of the market that could benefit from the next generation of technology to enhance their propositions, their distribution options, as well as their relationships with their capacity providers. 

If you’re keen to invest in new markets, the UK – both now and over the next few years – is an attractive place to start. Root expanded from South Africa to the UK, harnessing our experience in SA’s intensive regulatory and world-renowned innovative insurance environment to bring our solutions to the UK market – and we have received a positive response.  

The UK has evolved into a leading natural knowledge hub for insurance, and we quickly found we could get in front of the people we needed to speak to, because of the strong appetite to innovate and change which exists in this market. It was very much “right time, right place” and is still very much the case – the UK is a great place for innovation, and now is a good time to invest.

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About the Author

Charlotte KoepCharlotte Koep is CEO of Root Platform. Joining the business four-and-a-half years ago, Charlotte was promoted to the CEO role in 2024 after successfully delivering the Chief Operating Officer role for just short of four years. 

The Challenges and Triumphs of Young Entrepreneurship: Lessons from Theo Miller

Theo Miller
Image from Eminence Pro

Every entrepreneurship story has a unique trajectory, but every entrepreneur has one thing in common: the drive. Some find it in their need to improve on things they see in the world. Others are motivated by a desire for financial success. Some see entrepreneurship as the art of dealing with obstacles. Whatever their motivation, something had to be there to light that initial spark and keep it alive through the ups and downs of entrepreneurial life.

For Theo Miller, it was a desire for a life where he, his mother, and his brother could flourish. At 25 years old, Miller is behind Eminence Pro, a high-frequency algorithm currencies trading platform whose extensive backtesting and 15% average historical monthly returns speak volumes about its efficacy and potential. And while his success gave him and his family the life he desired, the road to getting them wasn’t always easy, and it didn’t come without its lessons.

“My mom was cautious with her finances and taught me to be frugal. But I knew I didn’t want that life for myself; I wanted more,” Miller recalls. “She always pushed me to go to college, but I believed I could make it without it. I wanted to give my family a better life. My trading journey was like my college tuition—I lost a lot of money learning, but it was a valuable experience.”

Miller’s first steps in trading came while he was still in high school when he took a class with a trading competition with demo accounts as part of the curriculum. He already had friends interested in trading, but his first hands-on experience was invaluable.

Highly motivated to win—it would net him a Wall Street internship—he wasn’t able to finish the 30-day competition with a return. He did learn something important. “You don’t need a lot to start, but there’s a lot of risk if you don’t know what you’re doing,“ he says.

There are two ways to learn things—through personal experience and someone else’s—and Miller decided to try both. He started trading using money he saved from his early jobs and taking on side hustles when he needed more to put himself in a better position as a day trader. Having no access to mentors, he turned to the source of wisdom many people of his generation turn to—YouTube.

“YouTube was a huge resource for me. I learned about different trading strategies and indicators. I dedicated myself to studying and practicing every day,” he says. “Eventually, I felt confident enough to explore automated trading systems, like forex expert advisors. These are essentially bots that trade automatically based on predefined criteria.”

Throughout his early trading career, Miller encountered several obstacles. The first was the pattern day trader rule, which required him to have $25,000 in his trading account to make as many trades as he wanted. The next one came when he found legal obstacles to trading securities with other people’s money. Between the two, Miller learned that sometimes, when encountered with an obstacle, the best movement isn’t always forward. It can sometimes be lateral. That’s why he switched from trading securities to trading currency pairs.

“The transition was influenced by the need for scalability and legality in managing funds. Forex offered the ability to leverage up to 1:500, making it a suitable choice for managing larger sums of money,” Miller says. “We set up a PAMM system, allowing us to manage multiple accounts simultaneously. The same principles and strategies I used in stock and options trading applied to forex but with different instruments. The move to forex also aligned with our goal of potentially running a hedge fund in the future.”

Arguably, the most valuable lesson of his entrepreneurship career was that he didn’t have to go at it alone. At one point, his wife held things together with her jobs while he was working out his trading strategies. Friends and family who came in with money to invest might have done it for the profits, but they also helped him grow as an entrepreneur and scale his business. Miller didn’t know how to code, so he worked with a developer to create the algorithm for his ventures.

Friends also become business partners, and business partners become friends. Today, Miller has a small community of people who share and work on the same goals together. In entrepreneurship, much like in life, it’s all about finding one’s place.

“We all shared the drive to succeed and dominate in our field. We even took a trip to Bali, my dream destination,” he recalls. “We loved it so much that we decided to move there. We sold our cars, left our apartments, and relocated. It was cheaper than Miami, and we lived in a large villa, splitting costs among five people. Living in Bali with my business partners, I finally found the right people to be around. The environment in Bali, with its emphasis on karma and positivity, is perfect for our lifestyle and business.”

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Race and Caste: Worlds Apart But Closer Than You Think

Montreal, Canada - July 13, 2016: On the hottest day of the summer (37 C), hundreds of protesters gathered at Nelson Mandela Park for a Black Lives Matter rally, in solidarity to similar protests in the United States, and to condemn the racial profiling and police brutality in Montreal. After the rally, the protesters took the streets and marched down for three hours and about 10 km. The march finished around 10pm without incident.

By Rajesh Sampath

Combining historical knowledge and awareness of the present situation in America and India, one can deduce that racial and caste-based discrimination are by and large deeply entrenched in their culture and systems. The big question then is how to hold the U.S. and India accountable so that racism and caste truly become things of the past.

Since the Black Lives Matter movement began in response to an unrelenting series of police homicides of unarmed black people, both men and women, and the Trump race-baiting campaign that led to his totally unanticipated victory, the question of race has been brought back front and center in U.S. society, culture, politics and the media. This is part of the ebb and flow of American history from the slavery to the present where the issues of racial inequality and oppression surface, submerge, and re-surface again. One can argue that the moment Barack Obama was on the verge of his presidency and then immediately after his victory, a counter-movement began with the formation of an independent Tea Party. The backlash against electing America’s first African-American president was palpable: it would set in motion a convergence of forces, involving Trump himself early on his birth-movement, that would see a renewed alliance of racism, xenophobia, and anti-imigration forces coupled with a blatantly public “white nationalist” movement that delivered Trump to the White House. Many Americans were shocked and continue to be in shock for every day of his presidency that passes. Americans are galvanised to think about racism and constantly and how to combat the forces that continue to perpetuate its effects. In recent years, Hollywood too has brought attention to the history of race, racism and the legacy of slavery to the post-civil rights era with films such as Black Panther, 12 Years of Slave, Selma and Fences.

Most sociologists will argue that most Americans do not believe in the essential differences of the races that make one race biologically superior to another like many did in the nineteenth century.  That type of racism justified the evil known as slavery. Many would say that race is a sociological construct that when it comes into being can have real effects on the outcomes of life-chances for success for different racial groups, particularly African-Americans, Native Americans, and Latinos/Hispanics.  If race is not real, then it can be dismissed and the age of color-blindness and post-racialism is heralded as a triumphant new beginning for American society. But many racial minorities would argue the inverse: post-racial colorblindness is just a cover for the continuation of white privilege that fails to come to grips with real social, political, legal, economic, and cultural inequality at all levels of society. This can span from innocent micro-aggressions to racial slurs to more overt forms of violence in everyday life to institutional racism that keeps certain ethnic and racial groups, particularly African-Americans, in a certain place in organisations and society as a whole. If we admit to racial difference, then conservative arguments against affirmative action for example, say the opinions of Justice Thomas, can advocate that individuals are stigmatised on the basis of their race and forced to speak on behalf of their race. This in turn is an infraction of the freedom of conscience and speech not to be compelled to believe in things one doesn’t, hence disguising conservativism within a more sinister libertarianism in which individual liberty must be guaranteed at all costs to other social groups. Inversely, if we do not admit to the real effects of racialisation and racism in society, then we are blind to the growing monstrosity of racial oppression from overt acts of discrimination all the way to the horror of police homicide of helpless black people. In fact America is committing the grossest of human rights violations, namely the deprivation of the right to life, all in the name of “law, order, peace and security.”

Post-racial colorblindness is just a cover for the continuation of white privilege that fails to come to grips with real social, political, legal, economic, and cultural inequality at all levels of society.

In another context far from the American context is another phenomenon known as caste, which originated millennia ago in Hinduism, the world religion whose roots lie in South Asia. Caste may or may not be related to race, racialisation and racism say when “fair skin” is commoditised and valued as higher than darker-skinned Indians in the subcontinent. India may admit to caste, but it will try to convince the world that it does not have a problem with race and racism. One can test that assumption with not only the treatment of non-Indians, such as Asiatic people in the Northeast and people of African descent within India; one can also examine what remains buried within caste and its own internal form of racism. The privilege of light skin can permeate everything from who gets elected to who is represented in media and film to compatible matchings in the arranged marriage system. But caste is also a phenomenon that transcends race in many respects given its classical definition within Hinduism: there are four castes, known as varnas, namely Brahmins or the original priests and scribes to Kshatriyas, the warriors and kings, to Vaishyas the merchants and business class, to the Shudras or the working, labour classes, particularly in agriculture. One is born into a caste and the only way out is death, when the soul transmigrates to a new body; what caste you are born into in this endless cycle depends on the karma of previous lives or how many “sins” one has committed. Caste, one can argue, is an internal “racism” of the soul given the rigid hierarchical structure of oppression put in place in society.

But this is not the worst of it. A fifth group that lies outside of the fourfold caste are known as the Dalits, the “broken or oppressed” peoples, formerly known as the “untouchables.” The entire system of insider-outsider in Indian society (and other South Asian nations and the diaspora where caste persists) is based on the “pure-impure” distinction. The higher the caste the more pure one’s soul is – allegedly – regardless of the unethical and even illegal behaviour of higher caste people, say rape of lower castes. The impure are constituted as those who must remain outside the system and must handle those most demonic, desecrated, and vile of phenomena in the eyes of most Hindus, namely human excrement and dead bodies. The Dalits are forced into these occupations and there is no escape from them. They are segregated in social space and cannot enter the temples; they cannot drink from the same wells; when they pass by a higher caste’s neighbourhood, they must remove their shoes when walking down the street; they are systematically discriminated against in many higher educational systems even though “reservations” or affirmative action provisions are given to them so they can attend the university. 

Gender inequality in India is an issue on to itself given the lack of persecution rates for rape, the son-preference culture, and shades of misogyny that infiltrate every aspect of life for women.  However, when taking into account caste and the plight of Dalits, the problem is compounded.

Often times Dalit women are raped by higher castes as evidence of the Dalit girls who are given over to temples for Brahmin priests to use as sex-slaves known Devadasis, thereby hypocritically blurring the primordial pure-impure distinction in the holiest of places, namely the temples.  Meanwhile the most basic moral compunction, which should be outrage against any form of child sex abuse, dissipates into society that continues in indifference. Inter-caste marriage for Dalits is absolutely prohibited, resulting in peril if one attempts even the most basic of human instincts, namely falling in love with another. A whole village can be torched by the higher caste if someone attempts inter-caste marriage. Although in principle the Indian constitution born out of independence from colonial Britain not only bans “untouchability” (or the relegation of Dalit peoples to fixed occupations at the lowest order of society), it bans discrimination on the basis of the caste. But what it doesn’t do is ban the caste system itself.

By comparison the 13th, 14th, and 15th Amendments of the U.S. constitution abolishes slavery and in principle gives African-Americans equal protection under the law and due process and privacy while eliminating voter discrimination on the basis of race or a previous condition of “servitude.” We say in principle because what the Constitution does not ban is the phenomenon of racism itself, which as we all know persists down to the depths of American society and its psyche.

It is interesting to bring the discussion of race in America into dialogue with the problem for caste in India in particular, and to a certain extent South Asia and the South Asian diaspora in general.  Historically, the great African-American scholar, public intellectual, and activist W.E.B. Dubois exchanged letters with the great Dalit leader of the twentieth century, B.R. Ambedkar, who rose to such heights becoming the chairperson of the drafting commission of the Indian constitution after independence. Ambedkar is the paradox of India’s most celebrated intellectual and most oppressed being a Dalit fighting for Dalit liberation all the way to the last day of his life. Prior to MLK, Dubois was arguably the single most influential voice among African-Americans showing brilliantly why race and racism constituted the core problem of American society. In parallel, Ambedkar debated valiantly with the other founding figures of the country, Gandhi and Nehru, on why independence from Britain was not the only goal of Indian liberation; Indians must be liberated internally from the evil social order justified metaphysically by Hinduism, namely the caste system.² If alive, he would say he failed because the caste system persists to this day.

We can ask what can the fight against the caste system in India/South Asia and globally learn from the fight against racism in America and vice-versa? How do we assess the legacy of both Dubois and Ambedkar in the 21st century? Critical race theory in America would argue that although slavery has been abolished as has segregation of the Jim Crow era, a new modality of racism has emerged in which the criminal justice system has merely perfected all previous techniques of both constituting black people as a “social problem” and disciplining their bodies while impoverishing them with the rise of mass incarceration.³ Racism is the dialectic of a legacy that constitutionally upheld an evil system of public control of black bodies in the form of inhuman slavery to one hundred years later in which docility is maintained while poverty is criminalised in the invisible world of the prison. Between the visible and invisible, there are varying dimensions of how blacks suffer from oppression and inequality from overt acts of discrimination in voting, housing, and education to slight acts of marginalisation and disparagement in the workplace that prevents upward mobility to flat-out horror when the state is militarised and the law sanctifies public execution in the form of defenseless black people. Caste is an inverted racism in which the stigma of difference is imprinted in the soul in a body whose birth one is not responsible for; the punishment is being born itself. The life outcomes for Dalits, even today, is like the African-American continuum that takes aspects of slavery, segregation, and miscegenation in which the greater mob of higher castes persecute and terrorise Dalits with impunity as did the KKK during the Jim Crow era in America; but the state too fails not only to protect Dalits’ basic political and civil rights but criminalises their poverty, further exacerbating their oppression with higher prosecution rates of the innocent just like black men and women in America. Race in America is the perpetuation of an informal type of caste system that is not legally constructed but is executed through other means, namely in politics, economics, culture, media and education. Caste is not legally abolished in the Indian context and has a complex relationship to the commodification of whiteness given the higher privilege accorded to fair skin people of Indian and South Asian descent.

What we need to build on is a universal consensus, perhaps through an international human rights framework beyond the UN, to hold America and India accountable for what many could define are the grossest of human rights violations if they knew that the problem existed.

What both require is a recognition within their respective societies: that the tempting notion that racism is no longer a problem in America is based on a false consciousness and ideology while the belief in the Indian system that its new economic capitalist rise will eventually dissolve the problem of caste in to that of economic class. Both assumptions are erroneous to the core. What we need to build on is a universal consensus, perhaps through an international human rights framework beyond the UN, to hold America and India accountable for what many could define are the grossest of human rights violations if they knew that the problem existed. Both contexts can benefit from an alliance in drawing attention to how specifically the phenomena of racism and caste constitute human rights violation. The next big question then is how to hold the U.S. and India accountable so that racism and caste truly become things of the past.

This article was originally published on 02 January 2020.

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About the Author

Rajesh Sampath, PhD, is Associate Professor of the Philosophy of Justice, Rights, and Social Change. He is Associate Director of the Masters Degree Program in Sustainable International Development at the Heller School for Social Policy and Management at Brandeis University. His teaching and research interests include development ethics, theories of justice and human rights, and comparative studies of social exclusion and change.

 

References

1. Bonilla-Silva, Ed. (2013). “Racism without Racists” (4th ed.). Lanham: Rowman and Littlefield Publishers Inc.

2. Anand, S. (Ed.) (2014). “B.R. Ambedkar: Annihilation of Caste” (The Annotated Critical Edition). London: Verso Press.

3. Alexander, M. (2010). “The New Jim Crow: Mass Incarceration in the Age of Colorblindness.” New York: The New Press.

How to Address the Risks of Remote Work

Remote Work

By Dr. Gleb Tsipursky

The rapid adoption of remote work, accelerated by the COVID-19 pandemic, has brought numerous benefits and challenges. I had the opportunity to discuss these in an interview with Tanner Hackett, CEO and Founder of Counterpart, a company specializing in management and professional liability for small businesses. Tanner shared valuable insights on the risks associated with remote work and how businesses can address them effectively.

The Need for a Clear Playbook

One of the most significant findings from a recent survey conducted by Counterpart was that 27% of CEOs and business owners of small to medium-sized businesses consider managing remote work a major challenge. This statistic highlights the pressing need for a comprehensive playbook on remote work.

According to Tanner, many businesses were caught off guard by the sudden shift to remote work in 2020. Their existing policies, which were designed for an in-office model, were inadequate for the new reality. Four years into the pandemic, companies are still grappling with whether to continue with remote work, revert to in-office work, or adopt a hybrid approach. Regardless of the chosen model, it is crucial for businesses to establish clear processes and routines to support their decisions.

Companies are still grappling with whether to continue with remote work, revert to in-office work, or adopt a hybrid approach.

Without a clear strategy, companies risk facing higher insurance premiums and potential legal challenges. Insurance companies have been known to charge higher rates to businesses that lack well-defined practices for hybrid and remote work. This underscores the importance of having a robust playbook that outlines policies and practices for managing remote work effectively.

Legal and Compliance Challenges

Legal and compliance challenges are another significant concern for businesses navigating remote work. Tanner pointed out that businesses must be aware of how federal, state, and local legislation views remote work and protected classes. For instance, caregivers and individuals with disabilities are protected under various jurisdictions, and businesses must ensure their policies do not inadvertently discriminate against these groups.

Tanner emphasized that defining expectations clearly for both current and future employees is the first step in mitigating legal risks. Companies need to be explicit about what constitutes in-office work, whether it is fully remote, hybrid, or specific days in the office. This clarity helps employees plan their lives and reduces the risk of potential litigation arising from unmet expectations.

Employment practices insurance can provide a safety net for businesses, protecting them in the event of litigation due to non-compliance with local requirements. However, the best defense is a proactive approach that includes regular updates to company policies and comprehensive training for employees and managers.

Building a Remote-First Culture

The best defense is a proactive approach that includes regular updates to company policies and comprehensive training for employees and managers.

Counterpart itself is a remote-first company, a decision Tanner made when founding the business in 2019. This choice was driven by a desire to access the best talent nationwide, without being limited to a specific geographic location. Despite initial resistance from some investors, the remote-first approach has proven successful for Counterpart, allowing them to hire top talent from various regions.

Building a remote-first culture requires intentional efforts to create a cohesive and productive work environment. Tanner highlighted several best practices that have contributed to Counterpart’s success. These include weekly kickoff meetings, robust reporting infrastructure, transparency on employee activities, and clear expectations about performance standards.

One of the challenges of remote work is the lack of osmosis that occurs in an office setting, where employees learn from observing their colleagues. To address this, Counterpart has been diligent in documenting best practices and communicating them directly to employees. This documentation ensures that knowledge is shared consistently across the organization, enabling the staff to learn and grow even in a remote environment.

The Importance of In-Person Interaction

While remote work offers numerous benefits, Tanner acknowledged the importance of in-person interaction. Humans are social creatures, and building trust and camaraderie often requires face-to-face meetings. Counterpart addresses this by organizing company-wide offsites twice a year and team-specific meetings every quarter. These gatherings provide opportunities for employees to connect, collaborate, and build stronger relationships.

Investing in these in-person experiences is crucial for maintaining a cohesive team and fostering a sense of belonging. The savings from not maintaining physical office space can be redirected towards creating meaningful and memorable offsite events. This approach not only strengthens team dynamics but also helps retain top talent by offering a balanced and flexible work environment.

Looking Ahead: The Future of Remote Work

As we look to the future, remote work is likely to remain a significant part of how businesses operate. Tanner believes that remote work will continue to evolve, with both companies and employees adapting to new norms. The key to success lies in being proactive and intentional about managing remote work, ensuring that policies and practices are well-defined and consistently communicated.

Businesses must also stay informed about the legal landscape and be prepared to adjust their strategies as necessary. By investing in robust infrastructure, clear communication, and regular in-person interactions, companies can mitigate the risks associated with remote work and harness its full potential. I will be sharing Hackett’s insights with my clients who I help address the frustrations of implementing a flexible work model.

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About the Author

Dr. Gleb Tsipursky

Dr. 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.

Pearl Accountants Empowering Businesses Through Expert Financial Solutions

Financial advisor teamwork and accounting

In today’s fast-paced and ever-evolving business landscape, finding the right financial partner can be a game-changer for businesses of all sizes. Whether you’re a budding entrepreneur, a growing small business, or a well-established enterprise, having the right accounting expertise is crucial. This is where Pearl Accountants comes into play.

With a reputation for providing comprehensive financial services, Pearl Accountants has become a trusted partner for many businesses. Their team of highly skilled accountants offers a wide range of services that help businesses stay compliant, optimize their tax liabilities, and ultimately, grow.

Let’s dive deeper into what makes Pearl Accountants stand out and how they can help you take your business to the next level.

1. Who Are Pearl Accountants?

Pearl Accountants is an award-winning accountancy firm based in the UK, offering services to both individuals and businesses. With years of experience, they have developed a strong reputation for delivering high-quality financial services, tailored to meet the specific needs of their clients.

Their team is made up of highly trained professionals who specialize in various aspects of accounting, tax, and business consulting. Whether it’s personal tax planning, corporate tax, payroll, or bookkeeping, Pearl Accountants provides a wide range of services that cater to the needs of startups, small businesses, and large corporations alike.

2. Comprehensive Range of Services

One of the major strengths of Pearl Accountants is their ability to offer a comprehensive suite of accounting services under one roof. Let’s take a look at some of their key services:

  • Tax Planning and Compliance: Pearl Accountants helps businesses and individuals navigate the complex world of tax regulations. Their tax experts offer strategies to minimize tax liabilities while ensuring compliance with the latest tax laws.
  • Bookkeeping and Financial Reporting: Accurate bookkeeping is essential for the smooth operation of any business. Pearl Accountants offer bookkeeping services that ensure your financial records are up-to-date and error-free. This helps you make informed business decisions and stay on top of your finances.
  • Payroll Services: Payroll can be a time-consuming task, but Pearl Accountants makes it easy. They offer payroll management services that ensure your employees are paid accurately and on time, while also handling the necessary tax deductions.
  • Business Startup Advisory: For new business owners, navigating the startup process can be overwhelming. Pearl Accountants offer tailored advice to entrepreneurs, from selecting the right business structure to tax planning and bookkeeping.
  • VAT Services: Navigating VAT rules can be a challenge for businesses. Pearl Accountants offer assistance with VAT registration, returns, and advice on compliance.

3. Specialization in Supporting Small Businesses

While Pearl Accountants work with businesses of all sizes, they have a strong focus on supporting small businesses. They understand the unique challenges that small business owners face, from managing cash flow to handling complex tax issues.

One of the key benefits of working with Pearl Accountants is their hands-on approach. They take the time to understand the specific needs of your business and offer solutions that are not only practical but also affordable. Whether it’s managing day-to-day accounting tasks or helping with long-term financial planning, Pearl Accountants act as a strategic partner to help small businesses succeed.

4. Tailored Services for Contractors and Freelancers

In today’s gig economy, contractors and freelancers are on the rise, and they often face unique financial challenges. Pearl Accountants understand the complexities of freelancing and contracting, and they offer specialized accounting services designed specifically for these individuals.

From IR35 compliance (the UK’s legislation aimed at identifying “disguised employees”) to self-assessment tax returns, Pearl Accountants provide the necessary support for freelancers to stay compliant with tax regulations. They also offer expert advice on how to manage income, expenses, and tax liabilities effectively, ensuring that freelancers can focus on growing their business without worrying about accounting headaches.

5. Making Tax Digital: How Pearl Accountants Helps You Stay Compliant

The UK government’s Making Tax Digital (MTD) initiative is transforming the way businesses manage and submit their taxes. The goal is to make it easier for businesses to get their tax right while making the process more efficient and transparent. However, for many businesses, adjusting to these changes can be daunting.

Pearl Accountants are MTD experts and help businesses stay compliant with these new regulations. They ensure that your financial systems are aligned with MTD requirements and help you transition smoothly to digital record-keeping. Whether it’s finding the right software or managing the submission of VAT returns through digital platforms, Pearl Accountants provide full support to make the process hassle-free.

6. Personalized Client Relationships

What truly sets Pearl Accountants apart is their commitment to building strong, personalized relationships with their clients. They understand that no two businesses are the same, and that’s why they take a tailored approach to every client engagement.

From the very first consultation, Pearl Accountants take the time to understand your business, your goals, and your challenges. This allows them to offer customized solutions that meet your specific needs. Whether you need regular bookkeeping support or in-depth tax planning advice, Pearl Accountants provide a level of personal attention that is often lacking in larger, more impersonal firms.

This personalized approach has helped them build long-term relationships with clients, many of whom have been with them for years.

7. Cloud Accounting Solutions for Modern Businesses

In today’s digital age, businesses are increasingly turning to cloud accounting solutions to streamline their operations. Pearl Accountants are at the forefront of this trend, offering cutting-edge cloud accounting services that allow businesses to manage their finances with ease and efficiency.

Using software like Xero and QuickBooks, Pearl Accountants help businesses move their accounting systems to the cloud, providing real-time access to financial data, automation of key processes like invoicing and payroll, and greater flexibility. This not only saves time but also reduces the risk of human error and ensures that businesses have accurate financial data at their fingertips.

By embracing cloud accounting, businesses can also stay compliant with Making Tax Digital regulations and simplify their VAT reporting process.

8. Why Choose Pearl Accountants?

When it comes to choosing an accounting partner, businesses have plenty of options. So, why choose Pearl Accountants?

First and foremost, Pearl Accountants offer a holistic approach to accounting. They don’t just focus on crunching numbers; they act as business advisors, helping you make informed financial decisions that will drive your business forward. Their team of experts is always on hand to offer strategic advice, whether it’s on tax planning, business growth, or financial compliance.

Additionally, Pearl Accountants offer transparent pricing, with no hidden fees. They provide clear and upfront pricing for their services, allowing you to plan your finances accordingly.

Their commitment to delivering personalized service also sets them apart. They take the time to understand your business, offering customized solutions that meet your specific needs, rather than providing one-size-fits-all services. Whether you’re a freelancer, a small business, or a larger enterprise, Pearl Accountants have the expertise and experience to help you succeed.

9. Client Success Stories: Real Results

Pearl Accountants’ success is best reflected in the success of their clients. Over the years, they have helped countless businesses thrive by providing expert financial guidance and support.

For example, a small retail business was struggling with cash flow issues and finding it difficult to stay on top of their tax obligations. After partnering with Pearl Accountants, they were able to streamline their accounting processes, improve their cash flow management, and reduce their tax liabilities. As a result, the business was able to focus on growth and expansion.

Another client, a contractor working in the IT industry, was facing difficulties with IR35 compliance. Pearl Accountants not only provided guidance on how to remain compliant but also helped the contractor maximize their earnings by taking advantage of tax-efficient strategies.

These are just a few examples of how Pearl Accountants have made a tangible impact on their clients’ businesses.

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