Column by Peter de Bruin
'Flash'
In his first column after the summer, Peter de Bruin reflects on these fast-paced, modern times in which, at their core, nothing changes. To bring about much-needed renewal at the core, you must first choose the right owner. Change your context before the context changes you.
'Flash'
Your message delivered within ten minutes for a fixed, low rate. This service is already available in various cities. You can argue about cyclists speeding through traffic and the working conditions of the delivery drivers. The same goes for the profitability of these companies. Growth is their primary motive, paving the way for the owner’s exit. Incidentally, that can be perfectly fine for a certain phase of a company’s development.
Whatever we may think of it, it’s here in this modern age. There’s demand. And supply. Or the other way around, in this case. You don’t have to understand it to buy it. Take advantage of it—for example, if you’re out of bouillon cubes for your homemade soup. Flash!
Modern Times
The man after whom our firm is named, William Turner (1775–1851), was far ahead of his time. The Tate (London) is filled with works by this “English Rembrandt.” The exhibition “Modern Times” brilliantly illustrates that, at the dawn of the Industrial Revolution, Turner faced a choice: to innovate or to go with the flow. While most visual artists ignored these developments, he infused his work with energy through new techniques and colors. He chose uncharted territory—he chose transition. He painted progress. And he was the embodiment of it! He was proven right. Renowned to this day and far beyond.
Although I cannot ignore the call of our times, in the tranquility of this summer I have come to the conclusion that nothing has changed. I, of all people…—after guiding and accompanying so many transitions—discover that, at its core, everything remains the same. There will always be war, and peace. Always love. And fear. Problems and solutions. And, in business terms, always profit and loss. I don’t want to normalize or justify anything, but the core remains the same. What does change, however, is the context—the “how.” The application of technology and form. Drones and data, for example, are giving us ever more possibilities, all centered around our core.
Is the flash delivery service not good, as some claim? Is an owner who prioritizes growth over profit not legitimate? I recall “in a flash” a study I conducted in 2007 on various ownership structures. Private equity had fallen out of favor at that time. The study compared corporate, publicly traded, family-owned, private equity, and public organizations in terms of continuity, measured by returns and satisfaction. Significant differences emerged. Two main conclusions: a) every company gets—or chooses—the owner that suits its current stage, and b) the relationship with that owner makes or breaks progress. In a company, it is above all the company—the collective—that matters. A good relationship with the right owner. The title of the report says it all: “In (a) Good Company”!
Choose your owner
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