UKIZ started as an argument before it was an initiative. These are the positions it rests on.
What we believe
- Britain doesn't have an ideas problem. It has a coordination problem.
- Buildings don't innovate. People do.
- Value leaks in the middle of the chain, not at the start.
- Access is a capability, not a favour.
- Start before the buildings.
Essays
Longer-form essays behind these positions are published by Mark Eve on TAIU.
Point of view ↗
The market is rarely the problem
When a business stops growing, the market is the most convenient explanation available. It is also, in most cases, the wrong one.
Point of view ↗
Why good businesses become difficult to grow
Growth rarely stops because a business became worse. It usually stops because the business became successful in a specific way.
Point of view ↗
Access is a capability
Businesses invest heavily in product and almost nothing in access. Then they wonder why the product never reached the people who would have bought it.
Point of view ↗
Some businesses don't need investment
Raising money is often treated as evidence of progress. Frequently it is a way of deferring a decision that money cannot make.
Point of view ↗
The most expensive mistake in international expansion
A good market entered through the wrong structure is more damaging than a difficult market entered well.
Point of view ↗
The hidden value between companies
Companies are managed vertically and value increasingly sits horizontally — in the space between customer, company, partner and supply chain.
Point of view ↗
Why partnerships fail before the contract is signed
By the time a partnership is visibly failing, the decision that caused it is eighteen months old.
Point of view ↗
What happens if we do nothing?
Inaction is a decision. It is simply one that never gets minuted, costed or reviewed.
Point of view ↗
Britain doesn't have an ideas problem
The country is exceptional at producing ideas and unreliable at turning them into businesses that stay here.