The role of Culture in Suriname’s Productivity Going beyond mere development plans Ir. Steven Coutinho MBA September 25, 2014 Background speaker Background speaker Recent Publications / Seminars • Author Thinking Outside Nature’s Box: strategies for economic development (Jan’14) Relevant Experience • Support of Minister Economic Development with Curacao economic strategy “Curacao’s Economic Potential” (May ’13) • Lead UNDP consultant for Suriname’s Multi-Annual Development Plan 2006 – 2011 (Oct ’05 – July ’06) Work Experience • RBC Royal Bank: Managing Director Dutch Caribbean & Suriname (June 14’ – current) • RBC Royal Bank: Vice President Corporate Banking DC & Suriname, Responsible for all sovereign debt raisings and infrastructure investments in DC & Suriname, (Jan ’12 – May ‘14). • Hakrinbank – Executive Board of Directors (2nd largest Commercial Bank in Suriname) (Apr ’09 – Jan ’12) • FMO – Private Equity (+$3bln development finance institution specialized in emerging markets – focus on Latin America) (Mar ’08 – Jul ‘08) • Andersen Consulting / Accenture– Senior Strategy Consultant (Sep ’02 – ‘Jul ’06) • Key Note Speaker ILO Latin America Conference: National Productivity and Culture (Oct ’14) • Het Verband tussen Sinterklaas en Economie (Coaching Magazine, Curacao, Mar ‘14) Education • Key Note Speaker: UNDP ‘Kòrsou Kapasitá’, (Oct ’13) • MBA in Finance from Wharton School (ranked no.1 globally by Financial Times) (Aug ’07 – Mar ’09) • Key Note Speaker: Increasing Curacao Salaries: a broader economic perspective, Guardian Group Pension Day, (May ’13) • MSc in Mathematics and Physics from University of Groningen (Summa Cum Laude) (Aug ’96 – ’01) • Over 10 local (Suriname) publications in United Business Magazine and local newspapers (’01 – ’05’) • Diploma Universidad Complutense de Madrid – Spanish (Sep ’01 – ’02) In context: some words from a Nobel Laureate Economics is marked by a startling crudeness in the way it thinks about individuals and their motivations, yet it builds a huge structure on the basis of these simplistic foundations. 2 Agenda A relationship between strategy and mental models? Back to Economic Basics… Adding the necessary human / cultural dimension 3 Agenda A relationship between strategy and mental models? Back to Economic Basics… But adding the necessary human dimension 4 Observations from the audience at a seminar on Economic Development last year… It’s agriculture that will make us rich Leave it up to Government to help us We should get more aid / borrow more money The Private Sector shouldn’t be so greedy We should make a development plan Leave it up to Natural Resources If only we had the right leaders 5 The above observations can be grouped along two clusters: 1. Sectoral Strategy (how do we become wealthy?) 2. Mindset or ‘Mental Models’ (who is responsible?) Economic Development is driven by how people think Framework for Action (Strategy & Implementation) Mental Models Shared framework of development and the roles each one plays The invisible parts of change Address one without the other and there will be no implementation… 6 Focus of Development plans is 99% on the visible parts of change… 5 building blocks of successful countries Ownership: - a high-ranking political principal - clear authority to make decisions, Targets: Clear Ownership - clear benchmarks for success (failure) - use of automatic exit provisions when initiatives do not meet targets, Targets Prioritisation Overarching Strategy: - clear choice selected export sectors and their development through FDI - each sector supported by focused policies. 7 Overarching Strategy All Sectors Focus Sectors Export and Domestic Sectors Enabling Sectors Public Policy and Enabling Institutions Business Cases Implementation: - reliance on agencies with demonstrated competence, a degree of autonomy from daily politics - clear support from political principal Deliberation: - use of deliberation bodies that engage the private sector . Implementation Monitoring and Dialogue Mental Models - understanding the invisible parts of change. Thinking is influenced by Culture (parenting, education, etc) What are some of the basic beliefs that influence frames of reference (beliefs, inferences, goals)? Who is out there? - What are the groups that we can describe according to their frames of reference? Where can we start in attempting to bring those groups to a shared vision? Every nation has leaders which fall into 5 groups: Innovation Looking for a referee Influenced by Culture (parenting, education, etc) Frustrated Partners Somewhat Satisfied Natural Resources Primary Actor Public Sector Indicator IntensityDiversification Governance Indicator Econ. Governance Development Diversification Power Distant Power Distant 85 Uncertainty Avoidant Uncertainty Avoidant 92 Collectivist Collectivist 47 3Feminine 7 Feminine 0 8 Go-It-Alones Source of Advantage Source: 50 Cu ltFairbanks, u r a l Dim en sion Plowing the Sea. Lindsay Geert Hofstede, 1990 Mea su r em en t IMF Publications 1 00 Open Traders Private Sector Econ. Development Conclusion Only once we understand each other’s frame of reference, our view of the world and our roles in it, can we continue on a successful journey forward “Sometimes people hold a core belief that is very strong. When they are presented with evidence that works against that belief, the new evidence cannot be accepted. It would create a feeling that is extremely uncomfortable, called cognitive dissonance. And because it is so important to protect the core belief, they will rationalize, ignore and even deny anything that doesn't fit in with the core belief.” ― Frantz Fanon, Black Skin, White Masks 9 Agenda A relationship between strategy and mental models? Back to Economic Basics… But adding the necessary human dimension 10 The goal behind any action framework should be to attain more wealth for more people Wealth Framework Wealth Performance Analysis Income taxed to deliver healthcare, education, etc Equal Distribution Salaries Added Value (Sector A) 11 GDP / Capita (Added Value / Capita) Employees (Sector A) What is normally focussed on: developing an “on-paper strategy” Wealth Framework Wealth Performance Analysis Income taxed to deliver healthcare, education, etc Equal Distribution Salaries Added Value (Sector A) What is normally focussed on 12 GDP / Capita (Added Value / Capita) Employees (Sector A) Conventional wisdom: it’s the additional value created that leads to higher salaries. It’s the higher salaries that leads to wealth Understanding Value Add $3 Total Value Added to Economy Sales $2 $1 Purchases i.e. - Raw Materials (flour) - Utilities - Rental Profits Labour Depreciation Interest Tax 13 Creation of Value Added by Baker Value Add Distribution of Value Added Indeed, GDP per Capita is driven by Value Added per Employee (productivity) World economies ranked by productiviity 14 But productivity needs to be understood at the sectoral level to drive change. Suriname is characterized by low productive sectors so GDP per Capita is low Surinamese economy broken down per sector GDP per capita 15 Curacao is characterized by some high productive sectors so GDP per Capita is one of the highest in the region. GDP per capita 16 Agenda A relationship between strategy and mental models? Back to Economic Basics… Adding the human / cultural dimension 17 The other side of the equation… Wealth Framework Wealth Performance Analysis Income taxed to deliver healthcare, education, etc GDP / Capita (Added Value / Capita) Equal Distribution Salaries Added Value (Sector A) Employees (Sector A) Just ‘more’ education? Culture 18 Skillset (Relevant) Expanding: focus on both private and public sector (framework), but also on individual, family and community (mindset) Strategy Performance Analysis Wealth Income taxed to deliver healthcare, education, etc GDP / Capita (Added Value / Capita) Equal Distribution Salaries AddedValue Value Added (Sector A) (Sector A) Strategy: Low Cost Employees Employees (SectorA) A) (Sector Strategy: Differentiated Culture Sector-by-Sector Policies Dimension A Implementation Governance & Dialogue 19 Skillset (Relevance) Additional Focus Public Investment s Private Investment s Public Private Partnerships Attraction FDI Individual Value A Parenting Education Work Evidence of the invisible parts of change. Culture Matters Suriname Cultural indicators Strength Indicator Governance Power Distant Diversification Econ. Development 85 Uncertainty Avoidant 92 Collectivist 47 Feminine 37 0 Source: Hofstede, IMF, 2010 50 1 00 Cu lt u r a l Dim en sion Mea su r em en t Employees Employees (SectorA) A) (Sector Culture Skillset (Relevance) Dimension A Individual Value A Parenting 20 Education Work Parenting What values are we portraying to raise our children? Education What values are we teaching our children? Work How are we managing our staff and employees to add value to the company?