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From Dot-Com Dreams to AI Frontiers: Navigating the Tech Revolution

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By Luca Collina

As we ride the transformative wave of AI, it’s crucial to reflect on the past, particularly the dot-com era’s exuberance and subsequent recalibration. Luca Collina considers the parallels between the early internet frenzy and today’s AI hype, offering a cautionary yet optimistic view on harnessing technology responsibly for future progress.

OUTLINE:

  • Introduction: Discussing the journey from the excitement of the internet (dot-com bubble) to the focus on AI today.
  • Importance: Both promised world-changing impacts, showing successes and lessons.
  • The post-bubble economy of the late 1990s: The belief that everything the internet would do to revolutionise business and life would be forced in consequence of wayward, unplanned growth to crash.
  • The rise of AI:  AI, built on solid research and real-world implementation, is truly disrupting industries and bringing this dot-com-like zeal alive.
  • Learning from the Past: The dot-com bubble offers lessons on cautious, sustainable growth amid AI hype.
  • Dot-com versus AI: Both herald the scene of financial optimism but admit little recklessness committed in the past this time around, when AI signals real industry improvements.
  • Building a brighter future: AI should focus more on clearly outlined benefits, sustainable models, and ethical considerations in deliberations. It would clear the way for regulations for the good of society and participation among other groups toward transparency and trust.
  • Conclusion: An AI-balanced approach. As learned from the dot-com age, the question is essential to the quest for knowledge about humanity in the technology age.

Key messages:

  • AI will be as transformative as the internet but, at this point, we must cherish the lessons from the dot-com era about hype and failure and approach AI to develop impartially and sustainably.
  • AI develops on a more solid foundation than the dot-com bubble, but the hype and peaks of investment in AI development throw us back to that time, and we need caution about unrealistic expectations.
  • For AI to benefit society, ethical guidelines and regulations and the involvement of all relevant stakeholders are crucial. They should not be preceded by mistakes of uncontrolled increase without second thought.
  • Ultimately, when the development of advanced AI capabilities is an acquired fact, humanity has to reflect on its living conditions and values in a technological society.

On this journey from historical insights to current realities, we probe into the trajectory of technology evolution. It all started during the dot-com (e-commerce) era, when the internet first promised to re-engineer our world. Upon reflecting on the historical journey of change which that technology has undertaken, we can tell a story that started in the dot-com era  and opened up portals for us to be excited and envision the possibilities in the world.

Throughout the century, the e-commerce (dot-com) bubble symbolised the emergence of the Internet, a technology poised to reshape commerce, communication, and daily life. Some established companies quickly skyrocketed to billion-dollar valuations, while many others faded away during the market downturn.

Enthusiasm can help progress, but it can also cause market problems if expectations are too high and growth plans are not sustainable.

Artificial intelligence (AI) has catapulted as a cutting-edge frontier for humanity and global business, captivating organisations led by entrepreneurs and benefiting society. It can transform humanity and move industries forward by boosting productivity.

Beneath this excitement lies an echo of history. The hype surrounding AI is marked by surging investments and grand expectations reminiscent of the vitality seen during the dot-com era. Unlike the internet start-ups of the 1990s that were still in their early stages, AI is grounded in years of research, development, and real-world applications. This contrast brings us to reflect on how we perceive hype and draws parallels between lessons learned from bubbles like dot-coms and their relevance to today’s enthusiasm for AI.

Comparing dot-com and AI

Given this look back into the wake of the dot-com era, it seems the lessons learned became more than just historical footnotes but guiding lights to be followed.

Reflecting on the dot-com bubble and drawing parallels with the enthusiasm surrounding AI offers insights for navigating future technological advancements. Historical lessons can guide us in envisioning a future where technology contributes to improvement, leveraging our knowledge and potential for progress1. It’s imperative to factor in experiences when making decisions in this era, comparing the dot-com phenomenon with today’s AI excitement to gain a perspective, and we find similarities that offer valuable insights.

During the dot-com time, there was a lot of investing and optimism2. This often resulted in valuations that might have been too high compared with what the technology could do.

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We are now seeing a lot of enthusiasm for AI. It’s not just about money gains; there is an environment with ideas for change. The dot-com era and the current AI hype share a mix of excitement and speculation. As dreams of big transformations drive investments, there is sometimes a tendency to overlook the question of whether the technology is ready. Today’s AI improvements are built on proven research across many industries. This strong base should guide AI in solving problems and making helpful models. But the history of dot-com teaches us an important lesson. Enthusiasm can help progress, but it can also cause market problems if expectations are too high3 and growth plans are not sustainable. After the dot-com bubble burst, the tech industry had to consider itself and adjust. Experts worry that something like this could happen again with AI today. In the UK, the funds for AI start-ups from 2021-3 increased by 66 per cent, with an increased turnover of 77 per cent4. In the US, more than 25 per cent of investments were directed to AI start-ups; from 2018 to 2022, the amount was 12 per cent5.

We can learn how people saw media stories during the dot-com bubble time. Back then, people were excited about the internet6. But then setbacks happened, and businesses failed. Now, people are excited about AI again. But there are still worries about things like jobs being impacted and ethical issues.

A crucial takeaway from the dot-com era is the lack of regulations and ethical considerations7. In the dot-com era, involving various stakeholders in decision-making was rare. The focus was more on growth, taking advantage of the internet boom rather than establishing sustainable practices or considering the long-term effects on all stakeholders. Moreover, there was a lack of emphasis on transparency and accountability during that time.

Today’s AI improvements are built on proven research across many industries. This strong base should guide AI in solving problems and making helpful models.

Many companies went public with more than one idea related to the internet, resulting in valuations that did not have solid business models or revenue streams to back them up. The lack of transparency about the feasibility of these business models and the absence of accountability when they failed all played a role in causing the bubble to burst.

The bubble’s aftermath underscored the need for frameworks that drive progress and safeguard stakeholders. In AI, these considerations extend to addressing privacy, bias, and broader societal impacts. The challenge lies in establishing measures and ethical standards that can navigate the complexities of AI development while ensuring alignment with values and overall well-being8.

Why this comprehensive comparison?

In exploring the advancements in technology, the emphasis is on striking a balance between maintaining a hopeful outlook on progress and acknowledging the practical constraints that cater to both business requirements and everyday individuals. The primary aim is to devise truly effective solutions in real-life scenarios.

The dot-com bubble is instructive in a few ways, but generally, it gives a lesson with realistic and critically evaluated implications. This reflection of the expectations at the time, compared with the artificial intelligence capabilities today and in the future, should be noted in perspective. Realising the probable change at some point is essential; however, limitations must also be accepted. We must not turn a blind eye to the risks due to our enthusiasm for AI capabilities.

“The best and safest thing is to keep a balance in your life and acknowledge the great powers around us and in us. If you can do that and live that way, you are a wise man.” 9

Summary

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This pivot from the dot-com bubble to today’s AI mania marks an essential stage of technology evolution, with several contrasts and some similarities. Suppose the dot-com era revelled in pure optimism and untamed investments in largely speculative ventures. In that case, the AI revolution rests upon a much firmer base of research, development, and practical applications across industries. However, the spectre of overvaluation and unrealistic expectations looms large, reminiscent of the past.

Therefore, the dot-com bubble epitomises a good lesson that protects stakeholders while encouraging innovation. From jobs displacement to ethical dilemmas and social impacts, the considerable technological progress of the ’90s could easily give us pause today to consider such a balanced view of the possible hazards in AI.

The way forward must be one of treating carefully and balancing innovation with prudence:

Prioritise sustainable growth10: The focus is on investing in AI technologies with practical, straightforward applications and a way toward profitable revenue. The approach will aid in escaping the pitfalls of speculative ventures that characterised the dot-com era and align technology with strategy.

Ethical and regulatory frameworks11: Follow ethical standards and regulations and develop frameworks12 on privacy, bias, and the broader societal impacts of AI. This would make it viable to ensure that the development of AI is really beneficial to, and in conformance with, societal values and well-being.

Engaging stakeholders13: It is important to engage investors, consumers, ethicists, and policy developers, among others, in making decisions. Involving stakeholders from such a view will create transparency, accountability, and trust in AI technologies.

Education and awareness: These will work to increase employees’ and the public’s knowledge in relation to the potential advantages and limitations of AI through the use of education and media. Well-informed people are vital in ensuring realistic expectations and supporting AI advances14.

Conclusion

The dot-com era offers valuable lessons, guiding the AI revolution to address the need for a more balanced approach that weighs optimism with practicality. Study the past and plan a strategy and approach to AI that make a huge effort to make things better, while reducing the possible risks. It is, therefore, a strategic blueprint towards guiding the full realisation of AI potential by bringing positive results to business and society.

“By promising widespread automation, AI prompts fundamental questions about how we want to organise our economy and society. The pursuit of AI brings us face to face with basic, intimate questions about consciousness, intelligence, creativity: in short, what it means to be human.”15

About the Author

LucaLuca Collina is a management and transformational consultant who has managed transformational projects and Automation internationally (Tunisia, China, Malaysia, Russia). He now helps companies understand how GEN-AI technology impacts business, use technology wisely, and avoid problems. He has an MBA in Consulting, has received academic awards for his research, and is a published author. Thinkers360 named him one of the Top Voices, Globally and in EMEA in 2023. Luca continuously upgrades his knowledge with experience and research to transfer it. He ecently developed interactive courses on “AI & Business” and “Human Centric AI”.

References

1. S. Tejani, 2021. “Five Lessons From A Dotcom-Bubble Veteran For Today’s Retail Investors”, FORBES.

2. Morris, J.J., & Alam, P., 2008. “Analysis of the Dot-Com Bubble of the 1990s”. Available at SSRN 1152412.

3. E. Siegel, 2023. “The AI Hype Cycle Is Distracting Companies”, HBR.

4-5. Pineiro, F.A., 2023. “Average funding for AI startups increased by 66%, Startups 100 Index data reveals”, Startups (https://startups.co.uk/news/average-funding-for-ai-startups-increased-by-66-startups-100-index-data-reveals/).

6. Howcroft, D., 2001. “After the gold rush: deconstructing the myths of the dot.com market”, Journal of Information Technology, 16, pp. 195-204.

7. Jennings, M., 2005. “Ethics and Investment Management: True Reform”, Financial Analysts Journal, 61, pp. 45 – 58.

8. Osman, N., & d’Inverno, M., 2023. “A computational framework of human values for ethical AI”, ArXiv, abs/2305.02748.

9. Euripides.

10. M. Milic, 2023. “Strategy, Not Technology, Is the Key to Winning with GenAI”, HBR.

11. Raji, I.D., Smart, A., White R.N., Mitchell, M., Gebru, T., Hutchinson, B., Smith-Loud, J., Theron, D., Barnes, P., 2020. “Closing the AI accountability gap: Defining an end-to-end framework for internal algorithmic auditing”, in FAT* 2020 – Proceedings of the 2020 conference on fairness, accountability, and transparency (pp. 33–44).

12. Collina, L., Warnes, B., 2024. “Cultivating Executive Trust in the Age of AI Governance”, The European Business Review.

13. Sandvig, C., Hamilton, K., Karahalios, K., & Langbort, C., 2014. “Auditing algorithms: Research methods for detecting discrimination on internet platforms. Data and discrimination: converting critical concerns into productive inquiry”, pp. 1-23.

14. Buhmann, A., & Fieseler, C., 2021. “Towards a deliberative framework for responsible innovation in artificial intelligence”, Technology in Society, 64, pp. 101475.

15. Rob Toews.

An “Entrepreneurial” Development Bank? The Inter-American Development Bank Shows the Way

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By Jerry Haar and Gary Goldfarb

Recognisably, development banks’ programmes and operations can be extremely bureaucratic, cumbersome, unimaginative and uninspiring — which is why the development community, governments, the private sector and the public at large should cheer a new, groundbreaking initiative of the Inter-American Development Bank (IDB) — BID for the Americas. This entrepreneurial endeavour aims to help US businesses unlock billions of dollars in untapped economic opportunities in the Latin America and Caribbean region. To do so, the programme focuses on three pillars to engage the US private sector — public procurement, trade and investment, and financing — leveraging innovative technologies and financial tools for US businesses to participate in the tremendous economic opportunities that the region presents.

There is no love lost between the public and development banks. While these multilateral institutions with a global scope such as the World Bank or regional ones like the Asian Development Bank, play a vitally important role, providing financing and technical assistance to enhance development, they are incessantly criticised across the board.

Development banks are faulted for their lack of transparency and accountability, particularly regarding their decision-making processes along with their failure to adequately engage with civil societies and other stakeholders in their operations. Borrowers from developing nations accuse these banks of coercive conditions required for loans, and civil society blames the multilateral banks for exacerbating existing social and economic inequalities in recipient countries. At the other extreme are nationalists and isolationists who believe funding multilateral banks is equivalent to throwing money down a rathole and/or spending money that could better be spent at home.

Development banks are faulted for their lack of transparency and accountability, particularly regarding their decision-making processes along with their failure to adequately engage with civil societies and other stakeholders in their operations.

Regardless of where one comes out on the issues of development banks, the fact is that these multilateral institutions lend billions of dollars to developing nations for projects aimed at accelerating growth and social development, improving health and education, and advancing infrastructure development and good governance. And one should not forget that at a time when few institutions were lending during the global financial crisis, multilateral banks provided $222 billion in financing, which was critical to global stabilisation efforts.

Recognisably, development banks’ programmes and operations can be extremely bureaucratic, cumbersome, unimaginative and uninspiring — which is why the development community, governments, the private sector and the public at large should cheer a new, groundbreaking initiative of the Inter-American Development Bank (IDB) — BID for the Americas. This entrepreneurial endeavour aims to help US businesses unlock billions of dollars in untapped economic opportunities in the Latin America and Caribbean region. To do so, the programme focuses on three pillars to engage the US private sector — public procurement, trade and investment, and financing — leveraging innovative technologies and financial tools for US businesses to participate in the tremendous economic opportunities that the region presents.

The IDB is the largest source of multilateral financing in the region, having approved $12.2 billion in new projects in 2022. In total, the US exports over $720 billion in goods and services to the region annually.

online banking

The BID for the Americas programme’s initiatives include strategic partnerships, roadshows, policy advocacy efforts, and new digital connection platforms and resources. The aim is to help increase the participation of US firms in over $4 billion of contracts financed by IDB every year, with a focus on health, water, energy, transport, agriculture, and digital infrastructure sectors. In addition to organising state-level IDB roadshows to facilitate connections between US and LAC firms, BID for the Americas intends to partner with the US Chamber of Commerce and other business organisations to raise awareness. Finally, the IDB will develop a dedicated section within ConnectAmericas.com, the IDB’s business B2B social network, where US firms can access information about all IDB-funded procurements.

As for the trade and investment pillars, the programme will leverage the IDB’s expertise and network to facilitate business connections and partnerships between US and regional firms.

Regarding the financing pillar, the IDB will mobilise resources from its public and private windows to support projects that involve US companies. The programme will expand outreach to US companies and US-based entrepreneurs through IDB Invest, the private sector arm of IDB which finances over $10 billion of private sector programmes per year, and through IDB LAB, which supports early-stage entrepreneurial innovations. The IDB will also organise networking activities with co-financing partners, investors, and US government institutions to promote participation in future bond issuances and other innovative investment opportunities.

BID for the Americas can be a harbinger of a broader — more entrepreneurial — approach to private sector-focused economic development, foster greater SME involvement of US firms in business in the Americas, and show the way for other multilateral development banks to advance the economic goals and objectives of their constituents.

To illustrate the potential of BID for the Americas for US small and medium-size firms, one needs to look no further than Interport Logistics, a Miami-headquartered supply chain, warehousing and distribution company. According to their chief strategy officer, Gary M. Goldfarb: “The BID for the Americas programme will definitely encourage participation by our customer base of small and medium-sized firms — and for Interport as well. It will help level the playing field with SME competitors from other nations; and the platform will allow our customers to easily tap into ConnectAmericas, IDB Invest, and IDB LAB — other business facilitation sources.”

While US firms win over 61% of all IDB-financed contracts they bid for — the highest success rate of all non-borrowing member countries — they are less likely to bid for large contracts. BID for the Americas aims to change that by providing private firms and institutions with a platform to expand in the Americas, to grow their companies while helping to grow and develop the region.

BID for the Americas can be a harbinger of a broader — more entrepreneurial — approach to private sector-focused economic development, foster greater SME involvement of US firms in business in the Americas, and show the way for other multilateral development banks to advance the economic goals and objectives of their constituents.

About the Authors

JerryJerry Haar is a visiting scholar at the University of Oxford and a professor of business at Florida International University. He is also a global fellow of the Woodrow Wilson International Center in Washington, D.C.

garyGary Goldfarb is Chief Strategy Officer at Interport Logistics and vice chairman of the World Trade Center Miami.

Climate Change, Capitalism, and Invisible Hands of the Market: A Critical Review

2050

By Dr. Kalim Siddiqui

The author explores the relationships between capitalism, colonialism, and the climate-related problems confronting the world today.

I. Introduction

Climate scientists have warned that climate changes will have very severe consequences, as rising levels of greenhouse gas emissions continue to heat the planet. An important contributor to climate change is global energy infrastructure which is currently dominated by oil, natural gas, and coal. Producing and burning these fossil fuels to create energy is responsible for more than three-quarters of all greenhouse gasses emitted into the atmosphere; the remaining a quarter are by corporate industrial agriculture. The Financial Times carried a report in October 2021 indicating that global banks had extended US$119 billion since 2016 to agribusiness companies involved in deforestation. Over 70 per cent of global carbon emissions can be traced to just a hundred corporations (The Financial Times, 2021).

Moreover, the severity of the climate problems has been documented by the Intergovernmental Panel on Climate Change (IPCC), the most authoritative global research on climate change entitled Global Warming of 1.5°C, published in 2018. The report argues the urgent need to limit the rise in the global average temperatures to 1.5°C above pre-industrial levels as of 2100 (IPCC, 2018).

It is expected that global net CO2 emissions will fall by about 45% by 2030 and zero emissions by 2050.

According to the IPCC report, the target of 1.5°C will substantially reduce the risks of extreme heat, drought, the rise of sea levels, and loss of biodiversity and, as a result, it would positively impact people’s livelihoods and food security. It is expected that global net CO2 emissions will fall by about 45 per cent by 2030 and zero emissions by 2050. CO2 is the most significant greenhouse gas contributing to climate change, accounting for nearly 75 per cent of all greenhouse gases. There are also two main greenhouse gases, namely methane and nitrous oxide, contributing nearly 17 per cent and 6 per cent respectively to total greenhouse gases (IPCC, 2018).

It is hoped to phase out oil, coal, and natural gas consumption by 2050. And fossil fuel consumption for producing energy will fall to zero. According to data from the International Energy Agency (IEA), global CO2 emissions were 36 billion tons in 2021. There was a nearly 70 per cent emissions increase in the last 40 years.

Livestock farming is estimated to account for 20-25 per cent of all greenhouse gas pollution. In the 20 years to 2020, global meat consumption rose by 58 per cent. It is estimated that, by 2030, greenhouse gases from livestock farming could use half the world’s entire carbon budget to avoid more than 1.5°C of global warming. The methane greenhouse gas emissions have grown far more rapidly, posing as much of a climate change threat as carbon dioxide, even though methane lasts for a shorter time in the atmosphere than carbon dioxide. The net result is that we are almost certain to fail in our target to limit global temperature rise to 1.5°C and, if we do not act soon, a temperature rise of 2.5-3°C and the devastation of our civilisation (see figure 1). Worse, the impact will be much higher in the equatorial and tropical regions, where most of the world’s poor live.

According to the IPCC, China is the largest provider of fuel subsidies in absolute terms, followed by the US, Russia, India, and the European Union. The total subsidy provided by the United States to the fossil fuel industry was $662 billion in 2020, mostly in the form of implicit subsidies. In contrast, the Joe Biden administration’s commitments to climate finance were just $5.7 billion (and are only supposed to be increased to $11.4 billion by 2024). Indeed, the IPCC estimates that global climate finance from both public and private sources totalled only about $640 billion that year. This highlights the extent to which government intervention is skewing prices and, therefore, market incentives in favour of fossil fuels, rather than against them (IPCC, 2018).

Despite recent absolute reductions, the advanced economies are by far the greatest emitters in per capita terms.

Since the Ukrainian war, some coal plants have been restarted, thus increasing coal’s share in the energy mix. Further, they argue that developing oil and gas infrastructure in Africa is fine, as long they use European suppliers.

On the international forum regarding negotiations on climate change, the advanced economies have succeeded in shifting the terms away from any notions of historical responsibility and climate debt, instead focusing only on current emission levels. There is also no recognition of the need to compensate poor countries most impacted by climate change already and have suffered extensive loss and damage due to rising sea levels, more extreme climate events, loss of biodiversity, and decline in food output (The Guardian, 2017).

Growth in the standard of living means more use of materials, including energy. More resource use means more adverse impacts on climate and people. Capitalism is geared to grow or die. The expansion of globalisation under neoliberalism represents current waves of market expansion. Karl Polanyi’s study The Great Transformation focuses on earlier market expansion, i.e., at the end of the eighteenth century and the after the First World War. Polanyi warned that the destruction and over-reliance on market mechanisms could cause immense damage to society and nature. The increasing commodification of nature has accelerated climate change in recent decades. Extraction of fossil fuels has been increasing and, by bringing oil into market systems without protective measures, Polanyi argues we run the risk of destroying the social and natural dimensions of our world (Polanyi, 1944).

In response to the threats of climate change, carbon markets have been created to reduce greenhouse gas emissions and protect society. However, carbon markets do not represent a genuine policy reverse to climate change and they will not be able to protect society. Carbon markets increased commodification while ignoring fundamental contradictions. The de-growth is seen as a check to increasing commodification and intends to address the severe environmental crises created by prioritising economic growth (Chomsky and Pollin, 2020).

The current neoliberal era has unleashed the same crises described by Polanyi more than 75 years ago. Crises linked to market expansion have not only been recognised by academics. Market expansion continues to contribute to greenhouse gas emissions and global climate change (Dale, 2010), further expanding the market mechanism and increasing corporate domination and inequality (Oxfam, 2021). At present, the key to a transition to renewable energy, the only long-term solution to global warming, will be to find a way of storing energy. Renewables, unlike fossil fuels, cannot be used at will, as they cannot provide a continuous flow of energy – wind, sun, or even water. While water can be stored in large reservoirs, wind and sun cannot, unless converted to chemical energy in batteries (Monbiot, 2022).

II. Climate Change and Environmental Crisis

In 2021, the UN Climate Change Conference in Glasgow discussed how such climate responsibility is determined. The logical method is based on CO2 emissions generated by economic activity within countries. Of course, such methods of calculation make the US, China, and India the three largest emitters of carbon dioxide, which accounts for more than half the global total emissions. China and India have dramatically increased emissions, especially since the turn of the century, while most advanced economies have shown lower increases and, in some cases, even slight declines (Ghosh et al., 2022).

Figure 1 Global Average Surface Temperature 1880-2020.

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Source: New York Times, January 26, 2023.

The developing countries have shown much faster rates of increase in carbon emissions since 2000. For instance, by 2019, carbon emissions had increased in China by more than 3 times, in India by 2.7 times, in Indonesia by 4.7 times, and in Saudi Arabia, they nearly doubled. In contrast, in the advanced economies such as the US and Japan, total emission has fallen by around 12 per cent over the last 20 years, while in Germany, the decline in carbon emissions was higher, by about 22 per cent for the same period. The decline in carbon emissions is due to several factors, including changes in more strict environmental regulations and changes in trade patterns that enabled these countries to shift the more carbon-intensive production to other (mostly developing) countries and thereby effectively “export” their carbon emissions; changes in economic structure toward services that rely less on energy use; changes in the composition of energy away from the most polluting sources (like coal) to less carbon-polluting sources such as nuclear, natural gas, and renewable energy (Pollin, 2023).

However, despite recent absolute reductions, the advanced economies are by far the greatest emitters in per capita terms (see figure 2). For example, in per capita terms, the US and Australia produce eight times more carbon emissions than developing countries like India, Indonesia, and Brazil. Even China, despite recent increases, still shows less than half the level of per capita carbon emissions of the US (Ghosh et al., 2022).                                                                                                                 

When we examine final emission demands, the per capita differences across countries are even sharper, and the advanced economies are by far the greatest emitters, as shown in figure 3. The US showed eight times more per capita carbon emissions than India in production terms in 2020. The US carbon emissions are more than twelve times those of India when final demand emissions are calculated. The US per capita emissions based on final demand were more than three times those of China, while in aggregate production-based terms, China is seen as today’s largest emitter.

III. Capitalism and Climate Change

Capitalism seeks its supremacy by proclaiming higher growth rates, consumption, and profits, but pursuits for higher profits lead to further destruction of nature and biodiversity. The real wealth consisted of natural-material use values as opposed to the commodified exchange values of the capitalist economy. The violent seizure and transformation of commons into private property constituted the fundamental precondition for the historical origin of industrial capitalism. What Marx called the original expropriation of the commons in England and in much of the world generated the concentrations in wealth and power that propelled the Industrial Revolution of the late 18th century. Marx explained that the expropriation of commons, before the Industrial Revolution in Britain, needed start-up capital, created a pauperised labour force, and later expropriation and plunder continued through slavery, colonialism, and imperialism (Siddiqui, 2023). In the process, the entire human relation to nature was alienated. As Karl Polanyi (1944) noted: “What we call land is an element of nature inextricably interwoven with man’s institutions. To isolate it and form a market for it was perhaps the weirdest of all the undertakings of our ancestors” (Polanyi, 1944: 178).

Western countries’ control over global resources can be defined broadly as the struggle of large, monopoly capital to control foreign territories, which was fully backed by the states. For example, the British East India Company, which was owned by British shareholders, while colonising India had full British navy support. Lenin saw these developments in the 19th century and the control and exploitation of resources in the colonies and called it imperialism. This has not changed in essence, but only in form and structure. The economic territory is the subject of contestation and control and it can take many forms: lands, minerals, and other resources extracted from nature, labour (paid and unpaid), and markets to benefit colonisers.

The present climate crisis is related to the historical process of the concentration of greenhouse gas emissions and it is the major contributor to climate change.

The 19th century saw many such conflicts in the colonial expansion to other countries, in the attempt to establish control physically over other territories, the exploitation and destruction of nature reached new heights. Wars in the 20th century were closely related to control over energy sources like minerals, oil, and gas in the Global South.

Historically, developed countries have been responsible for nearly 80 per cent of cumulative global carbon emissions during colonial rule. The present climate crisis is related to the historical process of the concentration of greenhouse gas emissions and it is the major contributor to climate change. This critical situation is the result of the overexploitation of natural resources, including land, by a small group of now-rich countries which today account for around 16 per cent of the global population. However, the adverse impact of climate change is being felt disproportionately by Global South (former colonies), which are less able to deal with the consequences because of lower per capita incomes, less fiscal space, reduced access to international capital markets, rising debts, and a balance of payments crisis (Siddiqui, 2018).

The colonisation of overseas territories by the Europeans has brought a huge change in the control and use of resources. As a result, the primary commodities and minerals were produced for global markets, which certainly dramatically increased accumulation for the foreign owners and investors, while the native inhabitants lost control over the resources and experienced poverty and hardships. During the pre-colonial period in the Global South, they had various communal and private ownerships over the control of the natural resources, including land and waters. Protection of nature was part of their culture and traditions, and they were cautious that its depletion would adversely affect them (Girdner and Siddiqui, 2008). In contrast, after the colonisation of these countries, Europeans multiplied the extraction of resources, and cash crops were cultivated on a large scale to benefit not the local communities, but the European plantation owners (Siddiqui, 2012). As Europe becomes rich and more awareness among the people about climate change, they are happy to render lip service rather than pursue real change in their patterns of investing and alter their consumption and lifestyle. Moreover, the elites in both rich and poor countries alike are able to benefit from an economic system in which they grab more and more of available resources, including extraction from nature and exploitation of the planet and they would like to maintain the status quo (Chomsky and Pollin, 2020).

Figure 2 Per Capita CO2 Emissions in 2020.

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Source: Global Carbon Project, November 2021; Global Carbon Atlas; Statista.

In the context of development, the very important question is our relationship with nature (alienation, exploitation), social relationships in the community and society, organisation of technology, production, exchange, organisation of labour and consumption. Economic development is about improving people’s living conditions, sustainable development, and making a better world.

Mainstream economists’ developmental model emphasises market forces, science, and technology to use to increase productivity and growth, which would free society from human wants and needs. It is said that the “free market” and invisible hands of the market would create a capacity for individual self-realisation through greater choices and competition. Freedom to choose for consumers has always been a keyword for mainstream economists’ notion of development but ignores the fact that the privileged who had greater access to wealth and means of production would be able to claim a larger part of the produced surplus. The mainstream economists argue that the immense supply of natural resources and their destruction did not matter as the price system would adjust to indicate a condition of scarcity. It means that as the natural resources are depleted it would become dearer and then the invisible hands of the market would correct it. This is key to their idea of commodification and monetisation of nature (Foster, 2022).

The neoliberal globalising phase of capitalism since the 1980s, besides increasing global trade and communications, has increased the destruction of the environment and forests in the name of free trade and exports, and cultivation of cash crops has expanded. This has resulted in undermining local control over the environment and in many ways associated with coercion, conflicts, and wars. Since the neoliberalism policy was adopted by rich countries over the last four decades, it has produced unprecedented increases in wealth and income inequalities throughout the world (Siddiqui, 2022a).

Mainstream economists argue that the immense supply of natural resources and their destruction did not matter as the price system would adjust to indicate a condition of scarcity.

Karl Marx (2010) commented on economic development under capitalism and its implications for nature and climate. His idea on development is linked with capital accumulation and the “law of motion” of the capitalist mode of production. He noted the destructive impact of colonialism in Ireland and India. During the last years of his life, he met with Indian nationalist Dadabhai Naoroji to get more information about the expansion of railways, while at the same time declining per capita incomes, rising poverty, and famines in India under British colonial rule. He concluded that the British colonial impact on India was far greater than regeneration. He became less convinced of capitalism’s so-called progressive role after a better understanding of the British colonial rule in Ireland. He also began to take an interest in understanding peasant communes in Russia in the last quarter of the 19th century. He reached the conclusion that non-capitalist communes could be stepping stones to a transition towards post-capitalism (Siddiqui, 2022b). Russia then was economically backward compared to other West European countries. Lenin, after the Bolshevik revolution in Russia in 1917, favoured the creation of the national market which would allow Russia to circumvent the contradiction of under-consumption in the context of capital in motion. And to catch up with the West, Lenin supported a sharp increase in investments in education, infrastructure, and electrification and expected it would boost the economy and living conditions in Russia. Rosa Luxemburg highlighted analysing the ramifications of under-consumption and in turn the impact of imperialism as capitalism searched for a market and supply of cheap raw materials in the colonies or outside Europe.

Moreover, Marx’s emancipation and human progress is very different from Adam Smith’s. It is detached entirely from individual selfishness and market forces, a project of realisation of self through relations with others in collective ownership. Marx did not see capitalism as emancipation, but as alienation. According to him, capitalism renders the product of labour to owners of means of production, i.e., capitalists that dominate the worker. Capitalism alienates workers from their work, since their work no longer belongs to them. Marx saw that the existence of humans depends upon natural resources. For him, the end of capitalism would also mean liberating nature from class privileges (Marx, 2010).

Looking at the current climate crisis, we need an energy transition, which requires a significant increase in the use of some critical minerals. The projections are that the mining of critical minerals will grow at least 30 times in the next two decades. Lithium is seen as crucial to the decarbonisation of the global economy, which is required to support electric vehicles, smart gadgets, appliances in homes and offices, digital cameras, mobiles, laptops, and tablets. Rechargeable lithium batteries are essential for electric vehicles, portable electronic devices, electric tools, as well as grid storage applications.

Figure 3 Per Capita CO2 Emissions by Final Demand in 2015.

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Source: Global Carbon Project; Global Carbon Atlas; Statista; OECD Data.

At present, lithium is produced and exported mainly by countries located in the Global South and they are the largest producers of commercial lithium. It is found in the form of concentrations in salt brines or in mineral ores and it is extracted from brine pools in Bolivia, Chile, and Argentina, and each has different extraction and processing techniques. although China is an important producer of batteries and electricity, particularly in controlling supply chains. It seems that lithium demand and production are going to increase sharply in the coming years. The current forms of extraction require them to undergo many stages of complex and expensive processing that can also be environmentally damaging. They are mined from deposits around the world. The different elements are separated chemically to become processed metals.

Currently, China is the leading producer of batteries and needs a steady supply of rare-earth materials, including lithium. The developing countries hold the world’s largest rare-earth reserves, at around 40 per cent, and Chinese firms are estimated to control more than 85 per cent of the production, due to the costly processing stage of the supply chain. However, other players have entered the market in recent years. Australia and the US emerged as the second- and third-largest suppliers in 2022, producing around 12 per cent and 9 per cent of global rare-earth elements, respectively, as global demand for these grows along with the requirements for more investment in mining and production, as well as for front-line equipment for a green transition. In addition, China dominates solar photovoltaic manufacturing and is home to more than 90 per cent of the world’s silicon wafer manufacturing capacity. All these are reasons why the core capitalist countries view China as such a threat, and why the imperialist wars of the 21st century are likely to be more complex and play out in different ways (Foster, 2022).

Indeed, there are new technological changes taking place, which creates increased possibilities for mining and extraction from parts of the earth that were previously not so amenable to exploitation. For instance, the Arctic and Antarctic poles are already being destroyed and simultaneously made more accessible because of melting. Similarly, there is already interest in seabed mining and private attempts to scour deep oceans for minerals, notwithstanding potentially disastrous ecological consequences like mass extinctions of marine life (Klein, 2014).

IV. Conclusion

It is often said that natural gas, nuclear energy, and carbon capture technologies offer an alternative to achieve zero global emissions. Natural gas generates about 40 per cent less emissions for a given amount of energy produced than coal, and 15 per cent less than oil. Such claims do not consider the leakage of methane gas into the atmosphere that results from extracting natural gas through fracking. This certainly reduces the environmental benefit of using natural gases. Nuclear power generates energy without producing CO2 emissions but increases safety concerns, as we have seen in accidents in the Fukushima and Chernobyl nuclear power plants not long ago. The cost of producing a kilowatt of electricity from nuclear technology is twice as high as that from renewables. Carbon capture is more effective, this includes reforestation, where trees can absorb CO2, while deforestation releases CO2 into the atmosphere.

Carbon markets will not succeed, because they fail to address the underlying contradictions related to the commodification of nature and further subject society and ecosystems to markets. In contrast, through reducing economic growth and policies to constrain the market and reduce greenhouse gases, de-growth could represent a genuine countermovement to climate change. De-growth principles prioritise social and environmental goals, subjecting the market to those goals. In addition, de-growth could represent a triple movement to address all those harmed by the commodification of land, labour, and money (Dale, 2010).

The study found that for a meaningful policy, a radical climate policy should target wealthy polluters more. Instead, carbon taxes fall more heavily on low- and middle-income groups and have relatively little impact on the consumption patterns of the wealthiest groups, both in rich and poor regions. The strategies to reduce carbon emissions need to start focusing on containing the consumption of the rich, both within individual countries and globally. This requires a major shift in how climate alleviation policies are conceived and implemented.

Rich nations have been primarily responsible for creating the present climate crisis, but poorer nations face disproportionate burdens of the impact and are more financially constrained in implementing green policies (Siddiqui, 2019). There is a need to improve energy efficiency standards of houses, automobiles, transportation systems, and industrial production processes, while also increasing the supply of clean renewable energy sources such as wind and solar power.

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Moreover, defence spending must be curtailed to release huge amounts of money so that it could be invested in improving environments. The total world’s military spending was US$2.16 trillion in 2022. The US alone spends nearly US$1 trillion, which accounts for nearly 45 per cent of the world’s total. This huge waste of money could be transferred, if not most, but at least a large share to support investment in renewable energy and climate security to create a better future for all.

The study concludes that another important policy measure should be taken to work towards achieving sustainable de-growth and a beginning could be CO2 limits. If de-growth is crucial, then the question is how it can become sustainable and improve living conditions of the society as prosperous and stable, rather than a catastrophic collapse. To achieve this, redistributive policies are required, including policies to implement basic income, reduction of working hours, reduction of inequality in incomes and wealth, environmental and consumption taxes, and controls on advertising. Such policies could threaten to harm the economy, and could not be implemented by neoliberal market economies, whose basic institutions (financial, property, political, and redistributive) depend on continuous economic growth. Sustainable de-growth is therefore not just a structuring concept; it is a radical political project that offers a new story and a rallying slogan for a social coalition built around the aspiration to construct a society that lives better with less consumption (Dale, 2010).

The GDP will inevitably decline as an outcome of sustainable de-growth, but the question is whether this can happen in a socially and environmentally sustainable way. Sustainable de-growth is not equivalent to negative GDP growth in the economy, but sustainable de-growth is desirable, which would be socially sustainable and require a radical change in the economic policy.

About the Author

kalimDr. 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:

  • Chomsky, Noam and Pollin, R. (2020), Climate Crisis and Global Green New Deal: The Political Economy of Saving the Planet, London: Verso.
  • Dale, G. (2010), Karl Polanyi: The Limits of the Market, Cambridge: Polity Press.
  • Foster, J.B. (2022), “Nature as a Mode of Accumulation: Capitalism and the Financialization of the Earth”, Monthly Review, March. New York.
  • Ghosh, J., Chakraborty, S. and Das, D. (2022), “Climate Imperialism in the Twenty-First Century”, Monthly Review, July 1, New York.
  • Girdner, E.J. and Siddiqui. K. (2008), “Neoliberal Globalization, Poverty Creation and Environmental Degradation in Developing Countries”, International Journal of Environment and Development 5(1): 1-27.
  • Intergovernmental Panel on Climate Change (IPCC) (2018), “Global Warming of 1.5°C”, https://www.ipcc.ch/site/assets/uploads/sites/2/2019/06/SR15_Full_Report_High_Res.pdf
  • Klein, N. (2014), This Changes Everything: Capitalism vs. the Climate, New York: Simon and Schuster.
  • Monbiot, G. (2022), “There’s one big subject our leaders at Cop27 won’t touch: livestock farming”, The Guardian, 10 November, London.
  • Oxfam (2021), “Carbon Inequality in 2020”, Oxfam: London. https://www.oxfam.org/en/research/confronting-carbon-inequality
  • Polanyi, K. (1944), The Great Transformation, Boston: Beacon.
  • Pollin R. (2023), “The Political Economy of Saving the Planet”, Japanese Political Economy, 57(3): 1-28.
  • Marx, K. (2010), Capital Vol 3, International Publishers, New York.
  • Siddiqui, K (2023), “Marxian Analysis of Capitalism and Crises”, International Critical Thought, forthcoming.
  • Siddiqui, K. (2022a), “Is a Global Economic Recession Looming”, The World Financial Review, September-October, pp. 17-26. ISSN:1756-3763.
  • Siddiqui, K. (2022b), “Capitalism, Imperialism, and Crisis”, The European Financial Review, June/July, p. 16-32.
  • Siddiqui, K. (2019), “Financialisation, Neoliberalism and Economic Crises in the Advanced Economies”, The World Financial Review, May-June, pp. 22-30. ISSN: 1756-3763.
  • Siddiqui, K. (2018), “Development Induced Displacement: A Critical Analysis”, Turkish Economic Review, 5(2): 226-39.
  • Siddiqui, K. (2012), “Developing Countries’ Experience with Neoliberalism and Globalisation”, Research in Applied Economics 4(4): 12-37, December.
  • The Financial Times (2021), “Global Finance Industry Sinks $119bn into Companies Linked to Deforestation”, 20 October, London.
  • The Guardian (2017), “Just 100 Companies Responsible for 71 per cent of Global Emissions, Study Says”, 10 July, London.

The Leadership Lessons of Rich Teerlink, Steve Jobs, Bill Gates and Jeff Bezos 

Businessman standing and leading the meeting

By Mostafa Sayyadi and Michael Provitera 

There are various issues and considerations existing in the leadership literature as the core of the criticism in the literature is that organizations of all sorts (corporations, government agencies, and non-profit organizations) tend to be over-managed (and, in some cases, over-administrated) and under-led. Reading all the books on leadership today will cover the gamut of Shakespeare to Geronimo. Not to say that these authors, leaders, and thinkers do not have anything good to say about leadership. It is just that the plethora of leadership literature has sent mixed signals to corporate leaders. The only thing we know is the managers may be doing things right but exemplary leaders are doing the right things. If you agree, even slightly, with this concept, then this article is designed, developed, and created for you.  

One example of the globe’s best leaders comes from CEO Rich Teerlink, who dramatically changed Harley-Davidson in the 1980s, and fundamentally built a different organization that still prospers today. The success of leadership at the Harley-Davidson Corporation has stood the test of time. For example, Harley-Davidson’s leadership created a more effective organization built upon three primary principles, focusing on people, challenging norms, and continuing to fundamentally change. At Harley, every employee can participate in leadership decision-making. 

Another example of corporate leaders in a highly competitive environment is Steve Jobs, former leader of the Apple, who built a highly effective organization through taking a change-oriented leadership approach, which highly manifested itself in talent, product, organization, and marketing. As a result, leadership, being the core of management, is crucial to company’s success—-both from a performance and management level.   

The evidence from these examples suggests that leadership is highly demanding at the corporate level. For organizations to achieve a sustained change and eventually a higher degree of efficiency and effectiveness, selecting a great corporate leader is the key to success. In the absence of leadership, organizations lose their required direction to achieve a high degree of hypercompetitiveness, and cannot implement successful change in order to adapt with today’s global business environment.     

As corporate leaders attempt to manage people they find that intellectual capital is the in the forefront of success—Bill Gates, as an exemplary leader, once mentioned that if he lost his top 50 people that he would not have an organization anymore. Corporate leaders develop organizational communications aimed at providing valuable resources for all organizational members. They enhance knowledge sharing among intellectual capital and stipulate knowledge to be shared around the organization. Sharing the best practices and experiences could positively impact some aspects of non-financial performance such as innovation, providing learning and growth opportunities for employees. Empowered employees can enable organizations to actively respond to environmental changes, which can in turn enhance performance in terms of return on assets and return on sales.

The outcome is success which narrows the gap between success and failure and this can be achieved by the commitment of organizational members and facilitated by corporate leader. When corporate leaders show concern for the employee’s individual needs, individuals begin to contribute more commitment and they become more inspired them to put extra effort into their work. This extra effort improves customer satisfaction, and impacts shareholder value and improves operational risk management. 

Corporate strategy can be also employed by incredibly successful leaders, such as Jeff Bezos, to enhance goal achievement. Prominent scholars that are well known in the Academy of Management, one of the largest leadership and management organizations in the world say that successful organizations enhance their competitiveness by focusing on corporate strategy. Leaders find that corporate strategy is the in the forefront of success. Corporate strategy could be the most important component of success in this ever changing business environment of today. This, by far, is why some organizations are successful and some are not. The key take-away for executives is that corporate strategy is a resource that enables organizations to solve problems and create value through improved performance and it is this point that will narrow the gaps of success and failure leading to more successful decision-making. 

Evidently, executives that implement corporate strategy as an important driving force for business success find their organization to be more competitive and on the cutting edge. Thus, the effectiveness of corporate strategy implementation is determined by a set of critical success factors, one of which is the strategic dimension of corporate leadership. And the burden of success when the implementation of corporate strategy is concerned is heavily dependent on the capabilities of the organization’s leaders. Therefore, the outcome is success which narrows the gap between success and failure and this can be achieved by corporate strategy implementation and facilitated by an executive following Jeff Bezos and acting as a leader.  

In conclusion, many executives are familiar with leadership surveys developed by scholars and this article is not about measuring aptitude or defining leadership styles. It is about getting the information needed to be successful in the right hands of executives worldwide. This article raises a vital question as to how executives can lead by examples. We attempt to blend scholarly concepts with real world application through thoroughly looking at the perfect examples for leadership. Based on this article, executives can now see that corporate leaders can, in fact, make a fundamental change in the processes by which governmental and business organizations serve their clients. And success can be more effective when leadership is applied to change attitudes and assumptions. Without a grasp on this one tenet executives are bound to fail.

About the Authors  

Mostafa SayydiMostafa Sayyadi works with senior business leaders to effectively develop innovation in companies, and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. 

Michael ProviteraMichael J. Provitera is an Associate Professor at Barry University. He is an author of Level Up Leadership published by Business Expert Press. 

Why Businesses Cannot Lose Sight of CSRD in 2024 

Business people planning for eco business

By Mauro Cozzi

Covering a range of important factors such as environmental impact, social responsibility, human rights, and governance, the implementation of the Corporate Sustainability Reporting Directive (CSRD) marks a significant step towards accounting for sustainability alongside financial reporting in the EU.  

With plans for a phased launch later this year, the regulation will require over 75 percent of businesses in the European Economic Area (EAA) to disclose their ESG performance. This will mandate a more standardised, consistent approach to sustainability reporting, with over 50,000 businesses now required to integrate CSRD compliance in their operational planning.  

Busting myths surrounding CSRD 

Though the legislation was planned to take effect from January 1st, 2024, approval from EU-lawmakers in late January confirmed the full enactment of the framework will be delayed by two years. A flurry of headlines was quick to follow, bringing with it a wave of industry disappointment given the anticipation around the regulatory update.  

However, it is important to note that these headlines were, in fact, misleading. While the announcement was disappointing, it was also somewhat unsurprising – and most importantly does not have any major implications for businesses in practice. In fact, the media fanfare could mean businesses end up stalling on progress, setting a damaging tone which ultimately slows the wider net zero agenda.    

In reality, it is only sector-specific sustainability disclosure standards being delayed. The key standards which build the main foundation of the CSRD will still be implemented as expected, which must be followed by all businesses irrespective of the sectors they operate in.  

Those who dedicatedly follow the foundational CSRD requirements will already implement a majority of what will ultimately be required by the sector-specific guidelines in 2026. Businesses should therefore focus on reimagining their business plans in alignment with the wider, key standards that have already been established by CSRD to be best prepared for the next phases of implementation.  

The significance of CSRD 

To address the increasing severity of the climate crisis, there is a need for a unanimous reporting system that fosters more effective, realistic, and efficient environmental planning.  

This is where the CSRD comes into play: by providing a synthesised solution to measure, compare, and analyse sustainability performance of organisations. This allows businesses to set and achieve realistic and transparent climate targets, and inform decision making in financial planning. 

Creating greater transparency of sustainability efforts through CSRD reporting means businesses can also build stronger relationships with investors, consumers and regulators, which in turn creates new opportunities for collaboration and capital.  

Adhering to CSRD guidelines will also push businesses to optimise their supply chains from a sustainability perspective, whereby following the regulation’s guidance means organisations will be better positioned to anticipate and mitigate potential challenges in operations.  

Going above and beyond 

Businesses often strive for ‘compliance’, but this should not be their ultimate goal.  

Thinking a few steps beyond basic compliance is essential, especially when it comes to environmental performance, of which Scope 3 alone often contributes towards 70 percent of businesses’ total emissions. Acknowledgement of this part of the value chain is far too often overlooked. 

Final thoughts 

Businesses should continue to follow the CSRD guidelines even in the face of sector-specific delays. Not only will this help future-proof them against more stringent sustainability regulation, but will also help stimulate growth and  

Although navigating CSRD guidelines may present some initial challenges whilst the industry gets up to speed, it will ultimately help businesses in driving meaningful change, and secure their position as strong examples in the transition to a net-zero future.

About the Author

Mauro_CozziMauro Cozzi is the Co-Founder of Emitwise, a leading provide of AI-powered carbon accounting solutions. With a background in sustainability and technology, Mauro is passionate about leveraging innovative technologies to drive positive environmental impact. Mauro is dedicated to helping businesses worldwide accelerate their journey towards carbon neutrality. 

The Two Key Elements to Building a Trusted Environment at Work

Business Team palms in high five

By Blaire Palmer

For 250 years we have operated our businesses by an Industrial Age model. We’ve been in the thrall of the machine. Machines are efficient and predictable. They don’t wake up on the wrong side of the bed, or need you to care about their feelings. If they break down, we fix or replace them without emotional drama.

Humans, on the other hand, are unpredictable and emotional. And this is a problem for an Industrial Age business. So, we have, over the last two and a half centuries, developed sophisticated processes and systems, norms of workplace behaviour and structures like teams and the hierarchy which attempt to minimise the unpredictability of people so we can forecast, control and be as productive as possible.

But we aren’t in the Industrial Age anymore.

Not only are employee expectations of work (and life) changing, but what we need from our human employees is changing too. It isn’t enough that they turn up and do repetitive tasks all day, void of emotional connection. In fact, more than ever we need their hearts as well as their minds. We need them to go above and beyond, to look for continual improvements, to have robust discussions, to tolerate risk and uncertainty, to challenge conventions and to bring their diverse perspectives and approaches to bear to solve new problems and embrace new opportunities.

Which means that it’s time to reject, once and for all, Victorian Age notions about people and how we lead them.

When we treat people like machines, we get machines. Worse than that – we get second-rate machines. People cannot turn their emotions off, no matter how they might claim they are able to leave their feelings at the door. With the pace of technological change, any activity which requires emotion-free analysis of data and flawless repetition is best left to AI and Bots. This means we can finally tap into the innate humanity of our people, maybe for the first time.

To do this we need to rethink how we lead and the culture we create at work. The biggest shift leaders need to make is to create trusting environments.

There are two elements of trust – being trustworthy and being willing to trust.

According to the Edelman Trust Barometer, levels of trust in major institutions like governments and the media are dangerously low. We do not trust politicians or journalists to tell us the truth, and even suspect that they might be intentionally trying to mislead us. The same applies to our perception of business leaders[1].  However, we are more likely to have a greater level of trust in the leaders of our own organisation. Proximity generates trust, but it is still conditional. Your people are looking at you, with some justified scepticism, and asking “Can I trust this person?”.

When people cannot trust the sources of information, dysfunctional cultures are created. People play politics, carefully managing their reputation (often at the expense of other people because survival is the safest strategy). They don’t engage with change because change poses a threat and they don’t believe their leaders when their leaders say “Don’t worry, your job is safe”. When people don’t trust their leaders they do not bring their whole selves to work. It’s just too risky.

This means you must become a person whose words and deeds align. This takes bravery. It means standing up for principles even when that will cost your organisation financially. It means speaking up in meetings even if discussions become uncomfortable as a result.

Beyond that, people are looking for leaders to take a stance on social issues such as fair wages, ensuring communities are safe, paying fair corporate taxes and being willing to retrain employees when technology threatens jobs. Being trusted is about being someone others can rely on to tell the truth.

But it’s not enough to be worthy of trust. Leaders also need to examine the limits they put on their willingness to trust others. You expect people to trust you, but you don’t really trust them. This is another Victorian Age belief which persists today – Most people are trying to get away with something, therefore we need to minimise the opportunity they have to take us for a ride, make self-serving decisions, and steal the office pens.

Much of how we organise people, make decisions and assign activity is based on this belief. Information is reported up the hierarchy so that senior people can make decisions which are then cascaded back down for implementation. Information is withheld from junior people who cannot be trusted to handle it. Expenses must be signed off so that people don’t steal from the business. People need monitoring so they don’t slack off when working from home or they need to come to the office so we can see them with our own eyes.

The limits we put on our willingness to trust them will be reflected in their willingness to trust us. People who don’t feel trusted don’t share their ideas. They don’t speak up. They become dependent on their manager to give orders and stop thinking for themselves. And, in lieu of any sense of agency over their own working lives, they are tempted to take the organisation for whatever they can, thus reinforcing our beliefs and justifying our lack of trust. It’s a vicious cycle.

In a world where technology will be able to do so much more than ever before, including most of what human employees spend their time doing today, we have an opportunity to utilise the humanity of people in a brand new way. When people’s humanity is their most valuable quality, we need to create a culture which is fundamentally humane, where that humanity can thrive. And that starts with a culture of trust.

About the Author
Blaire PalmerBlaire Palmer is a former BBC journalist turned keynote speaker on the future of leadership and work, who has worked on flagship Radio 4 programmes like Today and Woman’s Hour. For the past 24 years, Blaire has worked with organisations helping to drive real change in their businesses and create places where people can come and do their best work. Currently, Blaire speaks internationally at conferences and events, calling on audiences of senior leaders to rethink what leadership means in the modern era.

PUNK IN SUITS COVERHer new book Punks in Suits is a call to arms for leaders to embrace change and a practical guide offering clarity on the most pertinent workplace challenges of the modern era.

 

Reference

[1] https://www.edelman.com/sites/g/files/aatuss191/files/2023-03/2023%20Edelman%20Trust%20Barometer%20Global%20Report%20FINAL.pdf

Empowering Content Creators and Marketers with AI as Creative Assistant for Innovative Content Development

Online streaming

By Sa’idu Sulaiman

In a rapidly evolving digital landscape where creativity reigns supreme, the symbiotic relationship between humans and artificial intelligence (AI) has emerged as a catalyst for transformative content development. As marketers navigate the dynamic realm of storytelling and audience engagement, the notion of AI as a creative assistant rather than a mere tool has sparked a revolution in pushing boundaries and fostering innovation. The article begins by examining the evolution of AI in content creation. This is followed by statements of some bad AI practices, such as scale content abuse and how Google responded to it in its March 2024 policy update. The article then delves into how AI tools empower content creators to innovate, experiment, and push boundaries in content development, and finally, discusses the future of AI-driven content innovation and its impact on the marketing landscape.

The Evolution of AI in Content Creation

AI is a technology that helps computers and machines act like humans by learning from experiences and solving problems. It combines computer science with data to create systems that can make predictions and suggestions. AI–generated content can take the form of news articles, social media posts, product descriptions and books (Sulaiman, 2023).

Acar (2023) testifies to the capabilities and advancement of generative AI in these words “As I’ve explored the world of generative AI, I’ve been impressed by its potential to transform content creation. By letting a generative AI model write this entire article, I got to see firsthand just how advanced these language models can be. The text it generated was eerily human-like, and I gained a new appreciation for how generative AI can augment and enhance human creativity.”

In the early stages of AI in content creation, the focus was primarily on automating repetitive tasks such as data entry, scheduling, and basic content generation. AI-powered tools like chatbots and automated writing software helped streamline workflows, save time, and reduce manual labor for content creators. While these early AI applications were limited in scope, they laid the foundation for more advanced AI capabilities in content creation.

As AI technology progressed, advancements in natural language processing (NLP) enabled machines to understand, interpret, and generate human language more effectively. NLP algorithms like GPT-3 (Generative Pre-trained Transformer 3) are capable of producing coherent and contextually relevant text, enabling AI systems to write articles, scripts, and marketing copy with remarkable accuracy. Bjerg (2023) reports that ChatGPT even passed an MBA exam set by the prestigious Wharton School of Business.  These NLP advancements have empowered content creators to generate high-quality content at scale, opening up new possibilities for content creation. The Editorial Team of the European Business Review (2023) reports that “Alex Zhavoronkov, chief executive of Insilico Medicine, credited ChatGPT as a co-author of a perspective article in the journal Oncoscience recently. He says that his company has published more than 80 papers produced by generative AI tools. He argues that ChatGPT wrote a much better article than previous generations of generative AI tools have.”

AI has also revolutionized content personalization and audience engagement strategies. By analyzing user data, behavior patterns, and preferences, AI algorithms can deliver personalized content recommendations, tailored messaging, and targeted marketing campaigns to specific audience segments. This level of personalization enhances user experience, increases engagement rates, and drives conversions, demonstrating the power of AI in creating relevant and compelling content for diverse audiences. AI-driven personalization has revolutionized marketing. Amazon, for instance, through its recommendation engine, tailors product suggestions based on individual customer preferences. When you apply similar principles, you can implement AI algorithms to analyze customer behavior and preferences and thereby create targeted and personalized marketing campaigns (Sulaiman, 2023).

AI tools have become indispensable for optimizing content performance and tracking key metrics across various digital channels. AI-powered analytics platforms can analyze data in real-time, identify trends, and provide actionable insights to improve content strategies, Search Engine Optimization (SEO) efforts, and social media campaigns. By leveraging AI for content optimization, content creators can refine their approach, enhance visibility, and maximize the impact of their content in a competitive online landscape.

Looking ahead, the future of AI in content creation holds immense potential for collaboration between humans and machines. AI technologies will continue to evolve as creative partners, assisting content creators in ideation, experimentation, and innovation. By combining human creativity with AI-powered insights and capabilities, content creators can push boundaries, explore new creative possibilities, and deliver captivating content that resonates with audiences on a deeper level. In their generative AI update for 2024, Schroeder and Kapan (2024) reveal that universities, in these days, more than ever in recent times, are pressured by declining enrolments to offer more relevant and useful foundations to all students, adding that the key to relevance in today’s job market is knowledge and facility with using generative AI.

As Teigland (2024) observes, the AI landscape is brimming with potential, providing an opportunity to shape the first genuinely creative human, freeing time for innovation, opening doors to novel work methods, and layering machine-driven data analysis to enhance our decision-making.” But, as she adds, there are challenges associated with the use of AI, for instance, using AI without responsibility can lead to risks, such as damaging confidence and empowering malicious actors.    

Some Bad AI Practices

There are growing concerns about how AI is affecting the originality and creativity in content creation. Sulaiman (2023), for instance, gives three ways by which the AI technology can contribute to fraud in content creation:

  1. Creating fake news – AI can be used to generate news articles that are entirely false. These articles can be designed to look and sound like real news, but the information they contain is completely fabricated. This has the potential to mislead people and impact public opinion on important issues.
  2. Spreading propaganda – AI can be used to create social media posts, blog articles, and other forms of content that are designed to manipulate public opinion. Propagandists can use AI to generate content that is persuasive and emotionally captivating, which can sway people’s opinions on a given topic.
  3. Manipulation of video and audio recordings – Advances in AI mean that it’s possible to create videos and audio recordings that are entirely fake. Fraudsters can use AI to create realistic-looking videos that appear to show people doing or saying things that they never did. This can be used to defame people or create fake news stories.

In March 2024, Google expressed its worries about unoriginal content with little to no value to users, and announced three new spam policies against bad practices that have become popular: expired domain abuse, scaled content abuse, and site reputation abuse. Scale content abuse, which is more relevant to this article, was described by Google (2024) as a situation “when many pages are generated for the primary purpose of manipulating Search rankings and not helping users.” This practice is typically focused on creating large amounts of unoriginal content with little to no value to users, no matter how it was created. The updated policy against scaled abuse is “meant to help people focus more clearly on the idea that producing content at scale is abusive if done for the purpose of manipulating search rankings and that this applies whether automation or humans are involved.,” Google says.

Lastly, Mann (2024) is calling for a situation where AI systems are embedded with ethical safeguards, to ensure that they support and enhance human dignity, safety, and rights. The aim is to apprehend a symbiotic relationship between AI and humanity so that technology supports human well-being and societal progress.

Empowering Content Creators with AI Tools

Let’s now focus on how AI tools empower content creators to innovate, experiment, and push boundaries in content development, beginning with the importance of providing training and skill development opportunities for content creators to leverage AI effectively, and showcasing real-world examples of companies fostering creativity through AI-powered content creation.

The Importance of Training and Skill Development

Empowering content creators with AI tools requires providing them with the necessary training and skill development opportunities to harness the full potential of AI capabilities. By equipping content creators with the knowledge and expertise to leverage AI tools effectively, organizations can foster a culture of innovation and creativity in content development.

To fully empower content creators with AI tools, organizations must invest in training and skill development programs to ensure that content creators have the knowledge and expertise to leverage AI effectively. By providing hands-on training, workshops, and access to AI resources, organizations can equip content creators with the skills they need to harness the full potential of AI tools in their creative process. Continuous learning and upskilling initiatives enable content creators to stay abreast of the latest AI trends, tools, and best practices, empowering them to drive innovation and achieve success in content creation.

Let’s turn to how AI tools empower content creators and marketers.

1. Personalizing Content Experiences

AI tools enable content creators to personalize content experiences for different audience segments, delivering tailored messaging, recommendations, and experiences based on user preferences and behavior. By analyzing user data and engagement metrics, AI algorithms can help content creators understand their audience better, anticipate their needs, and create content that resonates with them on a deeper level. Personalized content experiences drive higher engagement rates, foster brand loyalty, and enhance the overall user experience, showcasing the power of AI in content personalization.

2. Optimizing Content Performance

AI tools play a crucial role in optimizing content performance by analyzing data, identifying trends, and providing actionable insights for content strategy refinement. Content creators can leverage AI-powered analytics platforms to track key performance indicators, measure the impact of their content across various channels, and make data-driven decisions to improve content quality and reach. By optimizing content performance through AI tools, content creators can enhance visibility, drive conversions, and maximize the impact of their content in a competitive digital landscape.

3. Fostering Innovation and Experimentation

AI tools serve as catalysts for innovation and experimentation, enabling content creators to explore new creative possibilities, test different approaches, and push boundaries in content development. By leveraging AI for content ideation, content creators can generate fresh ideas, experiment with new formats, and adapt their content strategy based on real-time insights and feedback. AI tools empower content creators to take calculated risks, innovate with confidence, and differentiate their content in a crowded market, fostering a culture of creativity and experimentation within organizations.

Real-World Examples

The New York Times, the renowned publication utilizes AI tools to optimize headline generation, audience segmentation, and content personalization, enhancing reader engagement and retention. By training journalists and editors to leverage AI-powered insights, The New York Times empowers its content creators to produce data-driven, impactful storytelling.

  1. HubSpot, the marketing platform integrates AI technology into its content creation tools, enabling marketers to analyze performance metrics, optimize content strategies, and personalize customer experiences. Through AI-driven content recommendations and insights, HubSpot empowers content creators to experiment with new ideas and push boundaries in marketing campaigns.
  2. Canva, the graphic design platform leverages AI algorithms to suggest design elements, layouts, and color schemes, assisting users in creating visually appealing content. By providing AI-powered design recommendations, Canva empowers content creators to explore new creative possibilities and enhance their design skills.

The Future of AI-Driven Content Innovation

This section examines the future of AI-driven content innovation and its impact on the marketing landscape. It explores how AI as a creative assistant enables marketers to unlock new possibilities in content development, showcasing real-world examples of companies pushing boundaries and driving innovation through AI-powered strategies.

AI as a Creative Assistant

Positioning AI as a creative assistant rather than a replacement for human creativity is essential for fostering experimentation, innovation, and pushing boundaries in content development. By leveraging AI tools to enhance creative decision-making processes, marketers can unlock new possibilities for imaginative storytelling, audience engagement, and content optimization.

AI-Powered Content Creation

The future of AI-driven content innovation will witness significant advancements in AI-powered content creation, where machines will play an increasingly active role in generating, optimizing, and refining content. From automated content generation based on user preferences and behavior to NLP algorithms that can craft compelling narratives, AI will empower content creators to produce high-quality, relevant content at scale. AI-driven content creation tools will streamline workflows, offer creative suggestions, and even collaborate with human creators, revolutionizing the content production process.

Hyper-Personalized Content Experiences

AI-driven content innovation will usher in an era of hyper-personalized content experiences, where AI algorithms will analyze vast amounts of data to deliver tailored content recommendations, product offerings, and storytelling that resonates with individual audience members. By leveraging AI for content personalization, content creators can create dynamic, adaptive content experiences that cater to the unique preferences, behaviors, and interests of each user, fostering deeper engagement and enhancing brand loyalty. 

Predictive Content Strategy and Optimization

AI-driven content innovation will enable predictive content strategy and optimization, where AI-powered analytics platforms will leverage machine learning algorithms to forecast trends, identify emerging topics, and recommend strategic content initiatives. By analyzing real-time data and consumer insights, AI will empower content creators to make informed decisions about content distribution, timing, and format, optimizing content performance and maximizing impact across various digital channels.

 AI as a Creative Partner

The future of AI-driven content innovation will see AI evolving into a true creative partner for content creators, offering valuable insights, ideation support, and experimentation capabilities. AI technologies will collaborate with human creators to explore new creative possibilities, test different content formats, and provide data-driven recommendations for content refinement. By combining human creativity with AI-powered insights, content creators can push the boundaries of innovation, deliver captivating content, and stay at the forefront of creative excellence.

Ethical and Responsible AI Use

As AI continues to play a pivotal role in content innovation, it is essential for content creators to prioritize ethical and responsible AI use. The future of AI-driven content innovation will require a thoughtful approach to AI ethics, transparency, and accountability to ensure that AI technologies are used in a manner that respects user privacy, diversity, and societal values. Content creators must uphold ethical standards and leverage AI in ways that prioritize the well-being and empowerment of their audience.

Real-World Examples

  1. Nike: This global sports brand utilizes AI-powered algorithms to analyze consumer data, predict market trends, and personalize content experiences across digital channels. By leveraging AI as a creative assistant, Nike empowers its marketing teams to develop innovative campaigns, engage with audiences effectively, and drive brand loyalty.
  2. BuzzFeed: This digital media company employs AI tools to optimize content distribution, analyze audience engagement metrics, and generate data-driven insights for content strategy. Through AI-driven content recommendations and performance analytics, BuzzFeed enhances its storytelling capabilities, fosters creativity among its content creators, and delivers engaging content to its audience.
  3. Mercedes-Benz: This automotive manufacturer integrates AI technology into its marketing campaigns to personalize content, target specific audience segments, and optimize campaign performance. By leveraging AI as a creative assistant, Mercedes-Benz enhances its content strategy, drives brand awareness, and connects with consumers on a deeper level through personalized messaging and experiences.

Conclusion

Empowering content creators with AI tools is essential for fostering creativity, efficiency, and innovation in content development. By leveraging AI tools to enhance creativity, personalize content experiences, optimize performance, foster experimentation, and provide training and skill development opportunities, organizations can empower content creators to unlock new possibilities for content innovation and audience engagement. Embracing AI as a creative ally, content creators can drive success, stay ahead of the competition, and deliver compelling content experiences that resonate with audiences in a rapidly evolving digital landscape.

Empowering content creators and marketers to leverage AI tools as creative assistants is crucial for encouraging experimentation, innovation, and pushing boundaries in content development. By providing training and skill development opportunities, empowering content creators with AI tools, and positioning AI as a creative assistant, organizations can unlock new possibilities for content innovation, audience engagement, and brand differentiation in an increasingly competitive digital landscape.

The future of AI-driven content innovation holds tremendous promise for transforming the content creation landscape. AI-powered content creation, hyper-personalized experiences, predictive content strategy, AI as a creative partner, and ethical AI use will shape the future of content innovation. By embracing AI as a catalyst for creativity, personalization, and strategic decision-making, content creators can unlock new realms of innovation, deliver compelling content experiences, and drive success in a dynamic digital environment. As AI continues to evolve, its integration into content creation processes will redefine the possibilities for content innovation and audience engagement, shaping the future of content in profound ways.

The use AI in content creation has come to stay, so instead of resisting it, content creators and users should regard AI as creative assistant, not a replacement of human creativity.  When an accountant uses a calculator to make his work easier, or a researcher uses a software to analyse data, identify plants in a garden, etc., we should not say their works lack originality or creativity. We need to redefine creativity in the context of AI to include initiatives such as conceiving ideas, themes and titles for contents that can appeal to readers, editing AI-generated contents to ensure their reliability, illustrating, rearranging, analyzing, simplifying, summarizing, compiling, curating and doing similar creative works for AI-generated contents or for a combination of   these contents with other contents created by humans, all with a view to creating something valuable. What type of value is needed and how much of it is required before we say a content original and useful to users, will defend on the kind of reactions we get from them, and more significantly, on the result which content creators and markers get from their works, but, perhaps not on the personal judgment of external bodies or arbitrators.

About the Author

Saidu SulaimanSa’idu Sulaiman is a retired Economics lecturer at the Sa’adatu Rimi College of Education, Kano, Nigeria, (now Sa’adatu Rimi University of Education). He is now the founder and Director of Penmark Academy for Lifelong Learning, based in Kano, Nigeria. He also runs a blog on finance and business at https://www.businessadvisor.com.ng.

References

Agricultural Marketing: Challenges, Opportunities, and Transformations

Market in India

By Professor M.S. Rao, Ph.D. 

This research paper explains the problems and prospects of agricultural marketing in India. It unveils measures that can be affected to bring out the reforms in agricultural marketing to ensure a just and fair price for the farming community. It suggests that direct marketing of agricultural produce is the need of the hour. It concludes the strategies in agricultural marketing with innovative and creative approaches to bring fruits of labor to the farmers. 

Introduction

India is basically an agrarian society where sole dependence has been on agriculture since time immemorial. In the olden days, agricultural produce was fundamentally barter by nature where farmers exchanged goods for goods and also against services. Gradually the scenario changed with the changing times and agricultural produce began being sold with an element of commercial value. Trading of agricultural produce began for the exchange of money. And from trading to marketing of agricultural produce began although mostly it is a way of traditional selling. Marketing as a term is broader than traditional trading. And agricultural marketing as a concept is still evolving in the Indian agrarian society.

In India, there is a network of cooperatives at the local, regional, state, and national levels that assist in agricultural marketing. The commodities that are mostly handled are food grains, jute, cotton, sugar, milk, and areca nuts.

Currently, large enterprises, such as cooperative Indian sugar factories, spinning mills, and solvent-extraction plants mostly handle their own marketing operations independently. Medium- and small-sized enterprises, such as rice mills, oil mills, cotton ginning and pressing units, and jute baling units, mostly are affiliated with cooperative marketing societies.

The National Commission on Agriculture defined agricultural marketing as a process that starts with a decision to produce a saleable farm commodity and it involves all aspects of the market structure of the system, both functional and institutional, based on technical and economic considerations and including pre and post-harvest operations, assembling, grading, storage, transportation and distribution. The Indian Council of Agricultural Research defined the involvement of three important functions, namely (a) assembling (concentration) (b) preparation for consumption (processing), and (c) distribution.

Agricultural marketing can be defined as the commercial functions involved in transferring agricultural products consisting of farm, horticultural, and other allied products from producer to consumer. Agricultural marketing also reflects another dimension from the supply of produce from rural to rural rural to urban and from rural to industrial consumers. In the olden days selling agricultural produce was easy as it was direct between the producer to the consumer either for money or for barter. In brief, it was selling not marketing. In the modern world, it became challenging with the latest technologies and involvement of middlemen, commission agents who keep their margins and move the produce further. As it is well known the number of mediatory more will be the costs as each transaction incurs expenses and invites profits. Ultimately when it comes to the producer the cost of the produce goes up steeply. In the entire process of marketing the producer gets the lowest price and the ultimate consumer pays the highest as the involvement of more middlemen in the entire distribution process.

There are several complexities involved in agricultural marketing as agricultural produce involves elements of risk like perish ability and it again depends on the type of produce. If the agriculture produce happens to be a seasonal one it involves another kind of risk. Likewise, there are several risk elements involved in agricultural marketing. The pricing of the produce depends on factors like seasonality and perishability and it depends on the demand and supply also. All these are interwoven and ultimately make a deep impact on agricultural marketing.

Agricultural Marketing in India

‘4Ps’, the acronym for price, product, place, and promotion is the core principle of marketing. In the case of agricultural marketing in India, it is not exactly marketing in the literal sense and we can call it ‘distributive handling’ and to go further we may call it as ‘distributive handling’ of agricultural produce as there are several intermediaries who are involved in marketing the agricultural produce. However, with liberalization, privatization, and globalization the economic scenario in India has changed drastically and tremendously. As a result, we have noticed the changes in the ‘distributive handling’ and again it reinvented and evolved as agricultural marketing. It is basically because of the rise of retail giants who are the major buyers in bulk quantity and who constantly look for differentiated, graded, standardized, processed, and packaged products rather than undifferentiated ones. They also look for a qualitative and quantitative supply of agricultural stocks continuously to beat the competition in the retail sector.

Problems and Prospects

There are several challenges involved in the marketing of agricultural produce. There is limited access to market information, literacy level among the farmers is low, and multiple channels of distribution eat away the pockets of both farmers and consumers. The government funding of farmers is still at a nascent stage and most of the small farmers still depend on the local moneylenders who are leeches and charge high rates of interest. There are too many vultures that eat away the benefits that the farmers are supposed to get. Although we say that technology has improved it has not gone to the rural levels as it is confined to urban areas alone. There are several loopholes in the present legislation and there is no organized and regulated marketing system for marketing agricultural produce. The farmers have to face so many hardships and have to overcome several hurdles to get a fair and just price for their sweat.

Globalization

Globalization has brought drastic changes in India across all sectors and it is more so on agriculture, and farmers and made a deep impact on agricultural marketing. It is basically because of majority of Indians are farmers. It has brought several challenges and threats like uncertainty, turbulence, and competitiveness, apart from compelling them to adapt to changes arising out of technologies. If it is the dark cloud there is a silver lining like having excellent export opportunities for our agricultural products to the outside world.

Agricultural Market Reforms

Here are certain measures that can be taken to bring out the reforms in agricultural marketing to ensure just and fair prices for the farming community.

  • Provide loans to the farmers at a low rate of interest so that they will be freed from the clutches of local moneylenders who squeeze them. It is said that a farmer is born into debt, lives in debt, and dies in debt. Right from the beginning of life, the poor farmers approach money lenders for investing into cultivation who levies a very high rate of interest and who takes away the maximum amount of the share from the produce. In case the crop fails due to natural calamities then the situation would be worse as the farmer is not in a position to pay his loans. Ultimately he is forced to sell the land at a throwaway price to the money lender.
  • It is essential to provide subsidized power supply and loans to the farmers as the expenses towards power consumption take a considerable amount of investment.
  • Generate a new distribution network that connects the farmers directly to the consumers to get maximum returns as the present channel of distribution involves multiple mediatory who take away the major portion of profits which otherwise the farmers are supposed to get.
  • Elimination of the existing loopholes in the present legislation is warranted.
  • There should be stringent action against black marketers and hoarders who buy the stocks from farmers at cheap prices create artificial demand and then sell the stocks at higher prices.
  • Creating local outlets in each village where the farmers sell their stocks directly to the consumers or the authorized buyers at fixed prices would help to a great extent. The intervention of the government in this network is essential to bring the fruits to the farmers.
  • At the village level there should be counseling centers for farmers about the worth of their stocks so that they can get fair prices. The crucial role of Non-Governmental Organizations (NGOs) is needed in this context.
  • The existing legislation is outdated and is not in tune with the changing trends and technological inventions and the same needs to be updated forthwith.
  • The retail revolution has brought several changes in the retail sector where the retail giants buy in bulk directly from the suppliers and sell to the consumers directly and in this process they pass the benefits to the consumers as well. In the past, the consumers were paying more for less as there were many channels of distribution system and now the consumers pay less for more.
  • The government should levy single entry tax instead of levying multiple entry taxes either directly or indirectly for the transactions and activities that are involved in agricultural marketing such as transportation, processing, grading, etc., as it would benefit both farmers and consumers directly.

How to Get Fair and Just Prices for Farmers?

Direct marketing of agricultural produce is the need of the hour. Efforts may be made to provide facilities for lifting the entire stock that farmers are willing to sell with incentive prices. There should be provisions for storing the stocks such as godowns and warehouses. It helps the farmers to hold the stocks till the prices are stabilized. Usually immediately just after the harvest, the prices would be low and if the farmers are patient in holding the same for some time it would fetch better prices. The brokers play the games during the trading of the agricultural stocks which the farmers do not know and realize because of improper information about the market prices. The brokers without any investment and with their negotiation skills transfer stocks by buying at low prices and selling at higher prices to the other end. The farmers need to be educated in this regard.

There should be all-around rationalization and standardization of the prices through legislative means. Presently there is a vast gap between the marketing strategies of agricultural produce in India and abroad and the same needs to be bridged. Remove the various malpractices prevalent in the present system. There is a need to set up marketing committees which have the representation of growers, merchants, local bodies, traders, and nominees from the govt. There should be collective and integrative efforts and energies from all quarters to ensure just and price for farmers.

Conclusion

There is no doubt that in any marketing there is a motive towards profit involved and at the same time, the marketing is to be based on certain values, principles, and philosophies such as offering just and fair prices to the farmers who toil hard to till. Bringing necessary reforms coupled with proper price discovery mechanisms through a regulated market system will help streamline and strengthen agricultural marketing.

To avoid the isolation of small-scale farmers from the benefits of agricultural produce they need to be integrated and informed with market knowledge like fluctuations, demand, and supply concepts which are the core of the economy. Marketing of agriculture can be made effective if it is looked at from the collective and integrative efforts from various quarters by addressing farmers, middlemen, researchers, and administrators. It is high time we brought out significant strategies in agricultural marketing with innovative and creative approaches to bring fruits of labor to the farmers.

Author the Author

Professor M.S. Rao, Ph.DProfessor M.S. Rao, Ph.D. is the Father of “Soft Leadership” and the Founder of MSR Leadership Consultants, India. He is an International Leadership Guru with forty-three years of experience and the author of fifty-two books including the award-winning See the Light in You’ URL: https://www.amazon.com/See-Light-You-Spiritual-Mindfulness/dp/1949003132. He has published over 300 papers and articles in prestigious international publications including Leader to Leader, Thunderbird International Business Review, Strategic HR Review, Development and Learning in Organizations, Industrial and Commercial Training, On the Horizon, and Entrepreneur magazine. He is a soldier, entrepreneur, editor, educator, author, explorer, enlightener, researcher, mentor, and philosopher. He is a C-Suite advisor and global keynote speaker. He brings a strategic eye and long-range vision given his multifaceted professional experience including military, teaching, training, research, consultancy, and philosophy. He is passionate about serving and making a difference in the lives of others. He trains a new generation of leaders through leadership education and publications. His vision is to build one million students as global leaders by 2030 URL: http://professormsraovision2030.blogspot.com/2014/12/professor-m-s-raos-vision-2030-one_31.html.  He advocates gender equality globally (#HeForShe). He invests his time in authoring books and blogging on executive education, learning, and leadership. Most of his work is available free of charge on his four blogs including http://professormsraovision2030.blogspot.com. He is a prolific author and a dynamic, energetic, and inspirational leadership speaker. He can be reached at [email protected].

CRA Limits When Conducting Audits: What Businesses Must Know

audit for business
Image by Mikhail Nilov on Pexels

The Canada Revenue Agency conducts audits to make sure individuals and businesses comply with tax rules. The agency also performs these to ensure taxpayers give accurate tax filing information. However, only a few companies get audited each year.

A CBC report reveals that only 3,479 businesses were audited by the CRA for 2022/23. These figures only cover April 1 to June 21, 2022. Nonetheless, the possibility of auditors showing up to ask about your returns from years ago can be daunting.

Understanding the scope and duration of CRA’s authority to conduct audits is essential for tax compliance. It also helps you navigate the process with confidence. That’s why here, we’ll explore the limitations of CRA when auditing and reassessing your business tax returns.

Understanding the Statutory Time Limit for CRA Audits

In most cases, the CRA can only conduct audits on an individual or business’s tax returns for a limited period. The CRA audit time limit is generally up to three years after filing the tax return. This period extends to four years for non-CCPCs or Canadian-controlled private corporations.

This limitation confines CRA’s ability to audit your business to that period. The timeframe is referred to as the standard reassessment period. It starts at the end of the tax year when you file your tax returns.

Suppose you file your 2021 returns in April 2022 and receive your notice of assessment in June 2022. In that case, the CRA can audit that return until June 2025. But it’s not always a clear-cut situation. Like many CRA rules, there are instances where the statutory limit doesn’t apply.

Common Situations Extending the CRA Audit Periods

Although the CRA adheres to a specific timeframe, it has the authority to extend the period during which it can audit a Canadian taxpayer.

Such situations typically arise when the agency detects certain red flags or indicators of non-compliance. Knowing them can help you effectively handle your tax obligations within the specified timeline.

Under Section 152 of the Income Tax Act, the CRA may extend the initial three-year period. It may audit your business any year you made any misrepresentation due to carelessness, neglect, or willful default. Typical examples of this include:

  • Making false statements or omissions on tax returns
  • Inconsistencies between reported data and third-party information
  • Financial statements show different information from year to year
  • Claiming deductions much higher than what’s usual in the industry

The CRA can extend the three years if you sign a waiver, allowing them to audit beyond that timeframe. In every circumstance, the CRA’s extended audit rights highlight the importance of keeping precise records and complying with tax laws.

Get Your Business Ready for a CRA Audit

Proper tax practices can help minimize your business’s risks in facing a CRA audit. Still, there’s a chance that the CRA’s computer system will randomly pick you for an audit. That usually happens when there’s a sudden increase in your business’s income and expenses.

Considering the CRA’s broad conditions for audit selection, it’s wise to prepare your business for the process at all times. Maintaining complete and organized records of your finances is the first step to achieving that. Equally crucial is seeking guidance from an experienced tax professional.

How to Start an Online Casino

Online Casino

Starting an online casino is a venture that combines the thrill of gaming with the potential for significant business success. In the digital age, where entertainment and technology intersect, launching an online casino can be a lucrative endeavor. With the allure of exclusive casino no deposit bonus offers to attract players, the online casino business has seen a surge in popularity among entrepreneurs and gaming enthusiasts alike. This comprehensive guide will walk you through the essential steps to start your online casino, ensuring you’re well-equipped to enter the competitive yet rewarding world of online gambling.

Understanding the Online Casino Industry

Before diving into the specifics of starting an online casino, it’s crucial to grasp the scope and dynamics of the online gambling industry. This sector is characterized by rapid technological advancements, regulatory challenges, and evolving consumer preferences. A thorough market analysis and understanding of industry trends are indispensable for anyone looking to make their mark in the online casino world.

Developing a Business Plan

The first step in launching an online casino is to develop a detailed business plan. This document should outline your business objectives, target market, competitive analysis, marketing strategies, and financial projections. A well-constructed business plan not only serves as a roadmap for your venture but also is essential for attracting investors and partners.

Legal and Regulatory Considerations

One of the most critical aspects of starting an online casino is understanding and complying with the legal and regulatory requirements. Online gambling laws vary significantly from one jurisdiction to another, making it essential to obtain the necessary licenses and approvals.

Requirement Description
Licensing Obtain the necessary licenses from relevant authorities.
Compliance Ensure compliance with all regulatory requirements in your jurisdiction.
Legal Counsel Partner with legal experts specializing in online gambling laws.

Choosing the Right Software Provider

The backbone of any online casino is its software. Choosing the right software provider is crucial for delivering a seamless and engaging user experience.

  • Customizable Solutions: Look for providers that offer flexibility and customization.
  • Game Variety: Ensure a wide range of games to cater to different player preferences.
  • Security Features: Prioritize providers with robust security measures.

Securing Payment Processing Solutions

A successful online casino must offer secure and efficient payment processing solutions. This involves setting up various payment methods to accommodate players from different regions.

Implementing Security Measures

In the digital world, security cannot be overstated. Implementing state-of-the-art security measures to protect your online casino from cyber threats is essential.

  1. Encryption Technologies
  2. Secure Servers
  3. Regular Security Audits

Crafting a Marketing Strategy

With your online casino set up, the next step is to attract players. Crafting a comprehensive marketing strategy is vital.

Strategy Tools
SEO Optimize your website for search engines to increase visibility.
Social Media Marketing Engage with potential players on various social media platforms.
Affiliate Partnerships Collaborate with affiliates to drive traffic to your casino.
Exclusive Promotions Offer exclusive bonuses, such as no deposit bonuses, to attract new players.

Launching Your Online Casino

With all the pieces in place, it’s time to launch your online casino. A successful launch involves meticulous planning, from ensuring the technical stability of your platform to executing your marketing plan.

Monitoring and Scaling Your Business

The launch of your online casino is just the beginning. Continuous monitoring of your operations, customer feedback, and industry trends is essential for long-term success.

  • Feedback and Adjustments: Gather feedback from early users and make necessary adjustments.
  • Market Analysis: Keep an eye on industry trends and adapt your strategies accordingly.
  • Expansion: Explore opportunities for scaling your business and expanding your market reach.

Conclusion

Launching an online casino is a multifaceted endeavor that demands a strategic approach, attention to detail, and an unwavering commitment to quality and security. By meticulously navigating each step of the process, from legal compliance to crafting a compelling marketing strategy, entrepreneurs can establish a thriving online casino that stands out in the competitive digital landscape.

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