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Global Advisors’ Thoughts:  Empathy and understanding – why they are the qualities that help us achieve our own happiness and success

Global Advisors’ Thoughts: Empathy and understanding – why they are the qualities that help us achieve our own happiness and success

Two kids walking

By Marc Wilson

Our team had just finished a book review presentation on Dale Carnegie’s “Making Friends and Influencing People”. Jane (*name changed) looked troubled: “Isn’t this stuff about manipulating people?”
Therein lies a paradox in showing empathy: without empathy for others, you face less influence, friendship, love and success. But if those are your goal rather than the sincere care for others, then your empathy is not really empathy at all.

Many people might react to empathy as “soft.” But empathy is a mark of incredible strength. It dares us to care. It requires us to put ourselves to one side. It requires us to be vulnerable – otherwise all we are doing is showing sympathy. Empathy requires self-awareness and skill.

Sympathy is easy. Sympathy does not go as far as empathy – it keeps us distant from the situation someone else is experiencing. It places us in danger of being condescending. Empathy requires us to put our self into their situation as them – not us.

Empathy gets the best out of those around us – and opens us up to be a better version of ourselves.

I find it incredibly difficult to manage a balance. A balance of being sufficiently confident and willing to share my own experience in an unbiased and helpful way – while removing enough of myself to allow someone else to find their own path and live their own experience. To be an empathetic leader, I believe I need to care about my team being at their best at work and in life.

Skills such as active listening are important to remove ourselves from the coaching we give others. But I think empathy requires us to be authentically present and involved in a way that facilitating someone else’s own solution does not.

Empathetic leadership challenges me to use my own experience and position in a way that is open to the challenges and experiences of others. And most critically demonstrates that I act out of care and acknowledgement of them.

Empathy requires that we know our self well enough that we are able to remove our projections of our own biases and feelings from the situation, appreciate the other person’s view of the world and how that impacts the situation for them.

Think about how you respond to others. How often do you respond to their experience, feelings and fears based on your own fears? Do your responses contain the word “I?” Do you fear genuinely experiencing the world as them? Do you seek to affirm your own view and experience through your response? Are you scared as being seen as similar to the other person in their own “deficiencies” and “imperfections”? How many of these imperfections are merely your own biases and fears?

Read more by clicking here: http://www.globaladvisors.biz/thoughts/20170627/empathy-and-understanding-why-they-are-the-qualities-that-help-us-achieve-our-own-happiness-and-success

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Strategy Tools

Strategy Tools: Repeatable Business Models in Times of Uncertainty

Strategy Tools: Repeatable Business Models in Times of Uncertainty

By Innocent Dutiro

Innocent is an associate partner at Global Advisors and based in Johannesburg, South Africa

Research (Allen and Zook) tells us that sustained profitable growth and the methods for capturing it are much less about the choice of hot market than about the how and why of strategy and the business model translating it into action. The ongoing Coronavirus crisis is likely to put these beliefs to severe test. It is likely that the survivors and winners that emerge on the other side of the crisis will be businesses that have pursued repeatable business models.

These businesses’ approach to strategy focus less on a rigid plan to pursue growth markets and more on developing a general direction built around deep and uniquely strong capabilities that constantly learn, continuously improve, test, and adjust in manageable increments to the changing market. Repeatable business models enable organizations to distinguish between transient crises and game-changing developments while enabling them to take action that ensures their sustained prosperity. All without compromising on the beliefs that underpin the culture of the organization.

This might sound counterintuitive; how does a repeatable business model help you deal with a “black swan” event such as the COVID-19 pandemic? To answer this question, it is important to understand the three principles that underpin repeatability.

Principle 1: A strong, well-differentiated core

Differentiation drives competitive advantage and relative profitability among businesses. The basis for differentiation must deliver enhanced profitability by either delivering superior service to your core customers or offering cost economics that help you to out-invest your competitors. The unique assets, deep competencies and capabilities that make this differentiation possible and that are translated into behaviours and product features, define the “core of the core” of the business.

Principle 2: Clear non-negotiables

Non-negotiables are the company’s core values and key criteria used to make trade-offs in decision making. These improve the focus and simplicity of strategy by translating it into practical behavioural rules and prohibitions. This reduces the distance from management to the frontline (and back). Employee loyalty and commitment is driven primarily by a strong belief in the values of the management team and the organisation’s strategy. A clearly understood strategy is evidenced through:

  • Widespread understanding of the strategy at all levels within the organization.
  • Seeing the world the same way throughout the organization.
  • A shared vocabulary and priorities.

Principle 3: Systems for closed-loop learning

Self-conscious methods to perceive and adapt to change alongside well-developed systems to learn and drive continuous improvement are hallmarks of successful repeatable business models.

A second form of closed-loop learning is more relevant to a crisis such as the coronavirus as it relates to those less frequent situations when fundamental change in the marketplace (like technology, competition, customer need and behaviour) threatens a key element of the repeatable business model itself. A company’s ability to adapt or have a sufficient sense of urgency in response to a potentially mortal threat is key to survival and continued prosperity.

The various steps that governments are taking to contain and eradicate the virus have the potential of building habits that consumers might choose to adopt on a more permanent basis even after the pandemic. These include working from home, remote meetings, reduced commuting, greater use of online services and more cashless transactions. Businesses thus need to be prepared to adjust and adapt their strategies and business models to meet the demand created by the new behaviours. Firms with a clearly defined set of non-negotiables will find it easier to mobilize their employees towards the necessary change.

While business is currently focused on taking measures to safeguard their staff, serve their customers and preserve cash to ensure liquidity during the period of low demand and/or production, attention should also be turning to steps necessary to adapt strategies to enable competitiveness in the new normal after the pandemic.

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Fast Facts

Modern portfolio theory (MPT) can be applied to business portfolio decision-making

Modern portfolio theory (MPT) can be applied to business portfolio decision-making

Modern portfolio theory (MPT) can be applied to business portfolio decision-making

  • Shareholders seek to maximise company profits while minimising risk
  • However, lower risk businesses are usually accompanied with lower returns and high risk businesses with higher returns
  • Comparisons between various risk and return profiles can be measured using the Sharpe ratio – return per unit of risk
  • Combinations (degree of balance sheet investment) in individual portfolios could realise higher returns per unit of risk than what is achievable in an individual business unit – some combinations are not always obvious
  • By exiting a higher risk-return portfolio BU J, ABC would be able to increase its return per unit of risk from 4,3 to 4,5
  • It is often psychologically difficult for businesses to exit high return portfolios
  • Emotional decision-making can be muted by applying the logic of modern portfolio theory in the board room
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Selected News

Quote: Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI

Quote: Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI

“AI is so wonderful because there have been a number of seismic shifts where the entire field has suddenly looked a different way. I’ve maybe lived through two or three of those. I still think there will continue to be some because they come with almost surprising regularity.” – Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI

Andrej Karpathy, one of the most recognisable figures in artificial intelligence, has spent his career at the epicentre of the field’s defining moments in both research and large-scale industry deployment.

Karpathy’s background is defined by deep technical expertise and a front-row seat to AI’s rapid evolution. Having completed his PhD at Stanford and held pivotal research positions, he worked alongside Geoffrey Hinton at the University of Toronto during the early surge of deep learning. His career encompasses key roles at Tesla, where he led the Autopilot vision team, and at OpenAI, contributing to some of the world’s most prominent large language models and generative AI systems. This vantage point has allowed him to participate in, and reflect upon, the discipline’s “seismic shifts”.

Karpathy’s narrative has been shaped by three inflection points:

  • The emergence of deep neural networks from a niche field to mainstream AI, spearheaded by the success of AlexNet and the subsequent shift of the research community toward neural architectures.
  • The drive towards agent-based systems, with early enthusiasm for reinforcement learning (RL) and game-based environments (such as Atari and Go). Karpathy himself was cautious about the utility of games as the true path to intelligence, focusing instead on agents acting within the real digital world.
  • The rise of large language models (LLMs)—transformers trained on vast internet datasets, shifting the locus of AI from task-specific systems to general-purpose models with the ability to perform a broad suite of tasks, and in-context learning.

His reflection on these ‘regular’ paradigm shifts arises from lived experience: “I’ve maybe lived through two or three of those. I still think there will continue to be some because they come with almost surprising regularity.” These moments recalibrate assumptions, redirect research priorities, and set new benchmarks for capability. Karpathy’s practical orientation—building “useful things” rather than targeting biological intelligence or pure AGI—shapes his approach to both innovation and scepticism about hype.

Context of the Quote
In his conversation with podcaster Dwarkesh Patel, Karpathy elaborates on the recurring nature of breakthroughs. He contrasts AI’s rapid, transformative leaps with other scientific fields, noting that in machine learning, scaling up data, compute, and novel architectures can yield abrupt improvements—yet each wave often triggers both excessive optimism and later recalibration. A major point he raises is the lack of linearity: the field does not “smoothly” approach AGI, but rather proceeds via discontinuities, often catalysed by new ideas or techniques that were previously out of favour or overlooked.

Karpathy relates how, early in his career, neural networks were a marginal interest and large-scale “representation learning” was only beginning to be considered viable by a minority in the community. With the advent of AlexNet, the landscape shifted overnight, rapidly making previous assumptions obsolete. Later, the pursuit of RL-driven agents led to a phase where entire research agendas were oriented toward gameplay and synthetic environments—another phase later superseded by the transformer revolution and language models. Karpathy reflects candidly on earlier missteps, as well as the discipline’s collective tendency to over- or under-predict the timetable and trajectory of progress.

Leading Theorists and Intellectual Heritage
The AI revolutions Karpathy describes are inseparable from the influential figures and ideas that have shaped each phase:

  • Geoffrey Hinton: Hailed as the “godfather of AI”, Hinton was instrumental in deep learning’s breakthrough, advancing techniques for training multilayered neural networks and championing representation learning against prevailing orthodoxy.
  • Yann LeCun: Developed convolutional neural networks (CNNs), foundational for computer vision and the 2010s wave of deep learning success.
  • Yoshua Bengio: Co-architect of the deep learning movement and a key figure in developing unsupervised and generative models.
  • Richard Sutton: Principal proponent of reinforcement learning, Sutton articulated the value of “animal-like” intelligence: learning from direct interaction with environments, reward, and adaptation. Sutton’s perspective frequently informs debates about the relationship between model architectures and living intelligence, encouraging a focus on agents and lifelong learning.

Karpathy’s own stance is partly a pragmatic response to this heritage: rather than pursuing analogues of biological brains, he views the productive path as building digital “ghosts”—entities that learn by imitation and are shaped by patterns in data, rather than evolutionary processes.

Beyond individual theorists, the field’s quantum leaps are rooted in a culture of intellectual rivalry and rapid intellectual cross-pollination:

  • The convolutional and recurrent networks of the 2010s pushed the boundaries of what neural networks could do.
  • The development and scaling of transformer-based architectures (as in Google’s “Attention is All You Need”) dramatically changed both natural language processing and the structure of the field itself.
  • The introduction of algorithms for in-context learning and large-scale unsupervised pre-training marked a break with hand-crafted representation engineering.

The Architecture of Progress: Seismic Shifts and Pragmatic Tension
Karpathy’s insight is that these shifts are not just about faster hardware or bigger datasets; they reflect the field’s unique ecology—where new methods can rapidly become dominant and overturn accumulated orthodoxy. The combination of open scientific exchange, rapid deployment, and intense commercialisation creates fertile ground for frequent realignment.

His observation on the “regularity” of shifts also signals a strategic realism: each wave brings both opportunity and risk. New architectures (such as transformers or large reinforcement learning agents) frequently overshoot expectations before their real limitations become clear. Karpathy remains measured on both promise and limitation—anticipating continued progress, but cautioning against overpredictions and hype cycles that fail to reckon with the “march of nines” needed to reach true reliability and impact.

Closing Perspective
The context of Karpathy’s quote is an AI ecosystem that advances not through steady accretion, but in leaps—each driven by conceptual, technical, and organisational realignments. As such, understanding progress in AI demands both technical literacy and historical awareness: the sharp pivots that have marked past decades are likely to recur, with equally profound effects on how intelligence is conceived, built, and deployed.

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