Family &trends

Horoscope 25 for companies and managers

At the end of the year, the corporate world is flooded with books and reports presenting the future or, the less ambitious, the year to come.

Adobestock

5' min read

5' min read

At the end of the year, the corporate world is flooded with books and reports presenting the future or, the less ambitious, the year to come. Those who, like familyandtrends, are old enough to have spent a few Christmases reading these exercises tend to ignore them (only 'The Word in' by The Economist still remains among the 'suggested' readings) as, after a few years, one does with astrology predictions. After all, Galbraith was not wrong when he recalled: 'The only function of economic forecasting is to make astrology look respectable'.

Given the futility and vainness of these attempts, for the 25th familyandtrends has decided to make a horoscope for businesses and managers that is really (?!) reliable. It might be wrong, but with five minutes of reading you will know what will happen, and you can devote the rest of your holidays to your loved ones and having fun.

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In horoscope 23 familyandtrends vaticinised: 'geopolitical rearrangements will continue; the Teacher-Reagn era is over and a new one has opened which, if it goes well, will be characterised by multipolarity and strong, wealthy states, if it goes badly, by confusion and brawls'. In 24: 'geopolitical rearrangements will reach a turning point, more than four billion people will vote'. It is quite an achievement that such a large number of people have been able to contribute to the future of their countries by voting, the 25th will be the year in which those elected will have to move from promises to deeds: given the promises, there may well be confusion and brawls. In this context, it remains a moral duty for companies, their owners and leaders to keep channels of communication, understanding and exchange open with those on the other side, whatever that other side may be. The slowdown of globalisation, the crisis of supranational political institutions, and tariffs will be elements that can change but not annihilate business relations and international trade.

Turning from geopolitics to macro economics, in the 23rd familyandtrends predicted recession (wrong), in the 24th the descent of inflation and possibly recession (wrong again); by the 25th predicting recession would mean perseverance. The debt of governments has grown a lot in this quarter century and in an accelerated way after Covid; the debt/GDP ratio is 84% in Europe (we are the second with about 135% after Greece 162%, Germany is well below 70%), 104% in Great Britain, 123% in the USA, 255% in Japan. The European rules will force many governments (ours has already committed) to return plans that should have an impact on growth. For the US, the immediate future is rosier: they will continue to exercise their seigniorage rights, print dollars, and have a negative trade balance. Trump declared in September that 'losing the dollar as the world's currency would be the equivalent of losing a war', in December he threatened 100% tariffs to a group of emerging countries that was considering an alternative currency. Seigniorage law is based on trust in the currency and the authority that issues it: threats are not a good start. It is to be hoped that geopolitical instability will not create a short-circuit with financial tension by undermining the world system based on an exchange currency, the dollar, which has no connection with a physical asset. After all, between the dollar and the bitcoin, in terms of intrinsic value, there is not much difference except for the power of the owner of the printing press that produces them.

Having closed the macro panorama, some food for thought for the 25th.

The first: diversify. In the first 25 years of the century the mantra was 'open capital', in the second it could be 'use capital'. Entrepreneurial families have their own capital, they have family offices, they have learned to use other people's capital while maintaining control, they have become much more sophisticated in dealing with the flood of money printed by central banks. Why not become more entrepreneurs of their own capital by managing it in a different way, think about how to use their entrepreneurial DNA in other sectors (with solid approaches and not relying on buzzwords like 'adjacent markets'), create or develop the holding company as an investment company, deal more with corporate strategy as well as business strategy, experiment and refine methods for agreements between entrepreneurial families to develop new ventures?

The second: 'continentalise'. In the first 25 years of the century, the mantra was 'internationalise', in the second it could be 'continentalise' to exploit the opportunities on the European continent more thoroughly. Of course entering or growing in, say, the US, will continue to be a fine way of pursuing opportunities, but geopolitical instability and the retreat of globalisation might suggest taking full advantage of opportunities closer to home as well. Poland has roughly the same population as California, Spain as Texas, the Netherlands as New York State, Florida as Romania: have we really pursued all the opportunities close by before we go and make a few dollars in other continents?

The third: harnessing entrepreneurial talent. The first 25 years of the century have reversed the ratio of available capital to entrepreneurs. Today there are about 600 trillion dollars in the world (in Italy it is 10 thousand) looking for investment opportunities in a world GDP of about 100 trillion (in Italy it is 2 thousand): the real scarce resource are the entrepreneurs who glimpse those opportunities and pursue them. The academy has shown that the first element that makes one anticipate becoming an entrepreneur in life is that one has lived in a family where there were entrepreneurs; entrepreneurial families not only have a duty to ensure at least one entrepreneur in each generation takes care of the business, they are true incubators of entrepreneurs. Are we really exploiting all the young family members and their talents? Are we really eliminating every constraint, jealousy, concern that blocks young people from starting entrepreneurial paths in current companies, in holding companies, in new holdings, in new companies to be born?

Let's use a few days off to think with a clear head how we can do something new or better in the coming year. As a great manager often reminds familyandtrends: 'managers are not paid to make the inevitable happen'. Happy 25th to all entrepreneurs and managers who will strive to make a difference in the year to come.

(*) Bernardo Bertoldi (Lecturer in Family Business Strategy - University of Turin - bernardo.bertoldi@unito.it

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