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Tag: The World

  • Exclusive: Sir David Attenborough interview

    Exclusive: Sir David Attenborough interview

    This week Sir David Attenborough’s new series Asia airs. We look back at Robert Golding’s exclusive interview with the great man at the start of the pandemic

     

    ‘This is a man who answers his phone,’ a mutual friend has told me, and Sir David Attenborough doesn’t disappoint. He picks up after just one ring.

    The voice at the other end of the phone is the one you know. But it’s gravellier and without quite that voiceover theatricality it carries on Blue Planet. Those are performances; this is real life.

    This is Attenborough on down time, conserving energy for the next program. His work schedule might seem unexpected at his great age. But Attenborough, 94, exhibits more energy in his nineties than many of us do in our forties. ‘I’ve been in lockdown, and it does mean I’ve been a bit behind on things. But I keep myself busy.’

    To interview Attenborough is to come pre-armed with a range of pre-conceived images. Part-benevolent sage, part-prophet of doom, is this not the unimpeachable grandfather of the nation? Perhaps only Nelson Mandela towards the end of his life had comparable standing within his own country.

    In 2016, when the Natural Environment Research Council ran a competition to name a research vessel, a very British fiasco ensued whereby the unfunny name Boaty McBoatFace topped the poll. This was plainly unacceptable, and so in time the competition reverted, with an almost wearisome inevitability, to the RRS David Attenborough.

    Which is to say they played it safe and chose the most popular person in the country. One therefore has some trepidation in saying that these assumptions don’t survive an encounter with the man. It is not that he is rude or unpleasant; it’s just that he’s not as one might have expected.

    ‘Yes, this is David. What would you like to ask me?


    Perfectly Busy

     

    Though he has agreed to talk to us, the tone is adversarial. But there are strong mitigating circumstances to this. This is a man who is aware of his mortality: our conversation has a not-a-moment-to-lose briskness to it. He could also be forgiven for sounding somewhat tired. He can also be especially forgiven for having long since grown weary of his National Treasuredom. Throughout our call, he will refer to the claims on his time, of which I am one of many. ‘I get around 40 to 50 requests a day,’ he explains, adding that he seeks to hand-write a response to each. ‘I have been shielding during lockdown and am just coming out of that.’

     But there’s another reason he’s busy: habit. The stratospherically successful enjoy a pre-established momentum, and continue to achieve just by keeping up with their commitments. So what has he been up to? ‘I decided to take this as a moment to write a book on ecological matters and I continue to make television programs,’ he says, referring to A Life on Our Planet: My Witness Statement, but not in such a way that makes you think he wishes to elaborate on either. He refers to a ‘stressful deadline’ and when I ask for more information about the book, he shuts it down: ‘Just ecological matters.’ There is a hush down the phone where one might have hoped for elaboration.

    Nevertheless, Perfect Planet, one of his upcoming programs, is being filmed in his Richmond garden, and it has been reported that he is recording the show’s voiceovers from a room he made soundproof by taping a duvet to the walls.

    Generation Game

     

    In his courteous but clipped tone, he asks about Finito World and I explain that it goes out to 100,000 students. ‘I am often heartened when I meet the younger generation,’ he volunteers. ‘Their attitude to the climate crisis is very responsible.’

    This is the paradox of Attenborough: a man of considerable years who has found himself aligned with the young. He’s that rare thing: an elderly revolutionary.

    Perhaps we underestimate the sheer importance of his presence within the landscape. He is the benevolent sage who its bad form to disagree with, and he’s single-handedly made it harder for anyone in power to pitch the climate change question as a quixotic obsession of the young.

    But he’s a revolutionary only in the face of drastic necessity, and refuses to be drawn on the question of our sometimes underwhelming political class. ‘I wouldn’t necessarily say that: we actually have some very good politicians.’ He declines to mention who these might be – but it suggests that Attenborough doesn’t want to ruffle unnecessary feathers.
    Instead, he wants progress.

     

    What has Sir David Attenborough done

     

    Transparent Medium

     

    ‘The thing about David is he prefers animals to humans,’ says another person who has worked with Attenborough for years. I ask him if the coronavirus situation will accelerate change. Again, he is careful: ‘I don’t know about that. On the one hand, I can see that our skies are emptier now and that’s very welcome. I suppose the extent to which the aviation sector will return will depend on the price points the airlines come up with.’

    I suspect that some of his reluctance to be drawn into detailed discussion is that he doesn’t wish to claim undue expertise on areas outside his competence. There’s an admirable discipline at work, alongside a refusal to please

    Bewilderingly honored – Attenborough has a BAFTA fellowship, a knighthood, a Descartes Prize, among many others – he has learned that the only proper response to fame is self-discipline. At his level of celebrity – up there with prime ministers
    and presidents but with a greater dose of the public’s love than is usually accorded to either – he is continually invited for comment, and has learned when to demur.

    ‘I am sometimes asked about the well-known people I’ve come across in this life – the presidents and the royalty.

    I’ve been lucky enough to meet,’ he says. ‘I say, “Look, if you saw my documentary with Barack Obama then you know him as well as I do.” Television is very intimate like that. My job is to create transparency.’

    So instead of what one half-hopes for – backstage anecdotes at the White House or Buckingham Palace – one returns time and again to the climate crisis. This is the prism through which everything is seen, and our failure to follow his example, he says, shall ultimately be to our shame.

    He will not be drawn into negative comment on Boris Johnson or Donald Trump. Instead, he says: ‘Overall, I’m optimistic. All I can say is we have to encourage our political leaders to do something urgently about the climate situation. We have to all work hard to do something about this.’


    The Fruits of Longevity


    For Attenborough everything has been boiled down to raw essentials. And yet his career exhibits flexibility. His success must be attributed to open-mindedness about a young medium which others might have thought it beneath them. It would be too much to call him a visionary. But he was in the vanguard of those who saw TV’s possibilities.

    Fascinated by wildlife as a child, he rose to become controller at BBC Two and director of programming at the BBC in the 1960s and 70s. ‘Television didn’t exist when I was a young man, and I have spent my life in a medium I couldn’t have imagined. It has been a wonderful experience,’ he says.

    The very successful glimpse the shape of the world to come, seize that possibility and enlarge it into something definite, which they then appropriate and live by. What advice does he have for the young starting out? ‘My working life has taken place in television. I don’t know how we will see that change over the coming years as a result of what’s happened. Communication has proliferated into so many forms. It is very difficult to get the single mass audience, which I had something to do with creating, thirty or forty years ago.’

    There is an element of well-deserved pride about this. Attenborough’s original commissions at BBC2 were wide-ranging. The included everything from Match of the Day to Call My Bluff and Monty Python’s Flying Circus. One can almost convince oneself that he was a BBC man first and an ecologist second. ‘The world has become very divided in a way,’ he continues. ‘We prepare for a world when we’re young that’s gone by the time we arrive in it. To that I say, ‘It depends what your life expectancy is!’

    But all along it was nature that thrilled and animated him. Attenborough is one of those high achievers who compound success with longevity. His is a voice that speaks to us out of superior experience – he has seen more of the planet than any of us. He speaks with a rare authority at the very edge of doom – his own personal decline, as well as the planet’s.

    Urgent Warnings

    He says: ‘Whatever young people choose to do with their life they must remember that they’re a part of life on this planet and we have a responsibility to those who will come after us to take care of it.’

    I ask him what we should be doing to amend our lives and again he offers a simple thought: ‘We’ve all got to look to our consciences. Inevitably, some will do more than others.’

    He sounds at such times very close to washing his hands of the human race. But then everyone in their nineties is inevitably about to do just that.

    What Attenborough has achieved seems so considerable that one wishes to ask him how he has managed it. ‘I am sometimes asked about how I manage to do so much, but I don’t particularly think of it like that. I just reply to the requests that come my way: you can accomplish a lot by just doing one thing after the other.’

    Again, the simplicity of the answer has a certain bare poetry to it: Attenborough is reminding us that life is as simple as we want to make it. Interviewing him at this stage in his life is like reading a novel by Muriel Spark: no adjectives, no frills, just the plain truth.

    In his curtness is a lesson: there is no time for him now for delay, but then nor should there be for us. We must do our bit – and not tomorrow, now.

    He is interested in Finito World and very supportive of our new endeavor: ‘This is a time when the circulations of magazines and newspapers appear to be falling. A lot of newspapers are aware of the climate emergency and the way in which we disseminate ideas has diversified.’

    A thought occurs to me that stems from my lockdown time with my son, where we have been in our gardens like never before. Should gardening take its place on the national curriculum? ‘It’s obviously very important,’ he says, although he also adds – as he does frequently during our conversation – that he knows little about the topic. (Opposite, we have looked into the matter for him.)

    Hello, Goodbye

    I will not forget this interview with a man whose voice will always be with us. Part of Attenborough’s power is that he continues to warn us in spite of ourselves. He deems us sufficiently worthwhile to continually renew his energy on our behalf.

    I mention that we watch his program with our four-year-old in preference to the usual cartoons on Netflix when possible.

    At that point, perhaps due to the mention of my young son, he sounds warm: ‘Thank you very much, sir. It does mean a lot when people say that.’

    It’s a mantra in journalism not to meet your heroes. Attenborough in extreme old age is brisk and sometimes even monosyllabic. This in itself tells you something: the world is full of the canonized but in reality saints are rare. Conversely, I have met those whose reputations were fairly low, but who turned out to be generous beyond expectation. We should never be disappointed when the world isn’t as we’d expected. It is an aspect of the richness of experience to meet continually with surprise.

    But age will come to us all. If it finds me in half as fine fettle as David Attenborough I shall be lucky indeed. Furthermore, if it finds me on a habitable planet at all that shall also something I’ll owe in part to him. ‘Good luck,’ he says as he puts the phone down. This isn’t the man I had expected to meet. But I can persuade myself that he means it.

    ‘David prefers animals to humans’. Afterwards, it occurs to me that he saw me not so much as an individual, but a representative of that foolish ape: man. While Attenborough has been acquiring hundreds of millions of viewers, what he really wanted – and urgently required – was listeners.

     

  • Exclusive Interview: Sir Martin Sorrell

    Exclusive Interview: Sir Martin Sorrell

    A look back at Finito World’s mid-pandemic talk with Sir Martin Sorrell who offered advice for the days ahead in April of 2020

    Prior to coronavirus, one would have said that Sir Martin Sorrell is a difficult man to imagine confined to his house. With the new normal of global pandemic, we do not have to imagine. 

    A Zoom interview is not quite the levelling experience one might imagine. True, instead of visiting the 75-year-old’s offices in Mayfair, whose shine and power I am now left to imagine, Sorrell logs on from his central London house. But his energy – which seems part Napoleonic, part East End smarts – is a not a thing to be dissipated on a Zoom call. ‘You look about three years old,’ he says, first up, laughing with typical bonhomie. 

    Sorrell has been in Covid-19 quarantine like the rest of us for the last few weeks. ‘The house is okay. There’s a bit of outside space which makes it tolerable,’ he says. 

    Sat in my two-bed flat in Camberwell, his house seems somewhat better than okay. Under a wall of cartoons (‘You can’t see the half of them’) Sorrell will oversee the work of S4 Capital, the digitally-focused firm he founded straight after leaving WPP in 2018, during the indefinite season of lockdown. 

    For Sorrell, the coronavirus situation comes across as just another problem that requires solving: he’s seen plenty of these since the early days of Saatchi & Saatchi, through the years of expansion of WPP, taking in the global financial crisis and numerous other shocks along the way. 

    His bearing is that of a man likely to prosper in this, as in any other era. ‘I actually find I’m doing more work, as there are no interruptions,’ he explains. ‘No breakfasts; no dinners; no surplus travelling. So, on balance I’m more effective and certainly learning more.’

    For some, the idea of a more effective Martin Sorrell will be a fearsome notion. Perhaps one such group might be the leadership team at WPP, which Sorrell left under acrimonious circumstances in 2018. It was obviously an unhappy time, leaving the company he had built from scratch. What is perhaps more noteworthy is the swiftness with which he has moved on to the next thing. During our conversation, he refers occasionally to his time at WPP. But he usually does so as a point of reference regarding what he’s doing now at S4 Capital. And he does so far less frequently than he looks forward.

    Sorrell founded S4 in 2018, with the mission ‘to create a new era, new media solution…for millennial-driven brands.’ In typical Sorrell fashion, the business has moved fast, acquiring MediaMonks for $350 million in July 2018; MightyHive for $150 million in December 2018; and the Melbourne-based BizTech in June 2019. Sorrell’s modus operandi favours almost hyperactive expansion until scale and geographical presence is established. It seems to work. The firm recently published its preliminary 2019 results showing revenues up 292 per cent from £54.8 million to £215.1 million, and gross profit up 361 per cent from £37.2 million to £171.3 million.

    Sorrell cannot prevent noting with a certain glee the morning’s news: ‘I see WPP has suspended its dividend this morning. They were going in the wrong direction before the crisis. But now they have real uncertainty to hide behind.’ How does the present predicament of the firm he founded make him feel? He pauses a moment. ‘How does it make me feel? I think ‘sad’ would be the word.’

    DIGITAL FIGHTBACK

    But I don’t get the impression that Sorrell ever stays sad for long: he is too pragmatic and tough. Instead, throughout our conversation, Sorrell’s mind whirs about this historical plague moment – how best to navigate it, not just on his own behalf but on behalf of the 2,500 people S4 Capital employs. ‘If I’ve got 2,500 people in the business, and on average three in each family, that makes 7,500 dependents. At WPP it was 200,000 including associates – so that was 600,000, and a different scale – but you feel responsible for that.’

    For years now, Sorrell’s mantra has been digitisation. You might say that in his mid-seventies he is an unlikely evangelist for the great tech firms both in the US and China – but then, like Oscar Wilde, Sorrell has never pretended to be ordinary.

    And it’s the digital world which is impressing him during these coronavirus times. ‘The technology is very good,’ he says, bullishly, having been particularly impressed by an online seminar he participated in post-lockdown with Harvard Business School. Sorrell was swift to implement their recommendations. ‘We instituted our crisis group Wednesday last week [the first week of lockdown]. It’s very brief but it meets across the business. Every day we cover San Francisco to Sydney. It might have been more in the beginning but now it’s 15 minutes.’

    Regarding the immediate economic future, Sorrell already has a clear sense of how the virus will play out: ‘I’m of the V-shaped school. You feel it in the markets already. It’s terrible, it’s shocking, it’s catatonic – a lot of companies will go down. We were dramatically underprepared.’ The sentence hangs there as if it might want to turn into an optimism, as indeed it does: ‘Q2 will be horrendous, Q3 will be tough but better, and Q4 will be a recovery,’ he says.

    But it is in the nature of these uncertain times to be continually oscillating from hope to worry. Sorrell is no different, adding: ‘But a lot of companies will have gone to the wall by then. In our industry, a lot of highly-regarded production companies have gone. B-Reel, for instance – very good work, good people. Just gone. I think it’s going to be very difficult. This is a Darwinian culling.’ 

    LIGHT RELIEF

    I assume this refers to the business environment but it might also refer to the wider health story of which we’re all so acutely aware. A passionate Remainer in what we must now think of as the previous era, Sorrell has long since kept a businessman’s critical and bemused eye on politics.

    This time around, he has observed with bafflement the zigzagging government strategy. ‘I do find the government policy a little bit strange,’ he explains. ‘Going into this, they knew the head count – if I can put it like that – could be 300,000. This wasn’t new information. I think at a certain point Dominic Cummings and Boris Johnson changed their minds from an approach which basically entailed culling the herd to create herd immunity, to one of lockdown. They suddenly reversed their approach; I’m not quite sure why.’

    The CEO is also illuminating on the Chancellor Rishi Sunak’s rescue programmes for businesses. ‘They take time to implement,’ Sorrell says. ‘I spoke to someone who’s heading the UK Finance Initiative yesterday: on the loan schemes, you have to give personal guarantees. I have a friend who’s 75: he’s not going to give personal guarantees on a business that could go belly up. A lot of this stuff will be deployed where it is least needed – to large businesses and not to small businesses.’

    And what about Donald Trump’s view that the cure is worse than the disease? ‘I’m not one of those who thinks we should have gone down the herd immunity route. But when you’re in a leadership position, you tend to overegg things. Boris Johnson overeggs it; Dominic Cummings overeggs it; and the media focus magnifies it to such a degree that mistakes are made. People who lead companies and government departments err on the side of caution.’ 

    Sorrell adds: ‘And the enquiries into it will be everlasting and all the civil servants are terrified – and ministers are terrified – of investigative journalists who will be poring over the entrails. That makes people overcautious in the wrong way – as it stops them from making decisions when speed and agility is wanted. You see this in corporations – the lack of agility is huge.’

    FACING THE STRANGE CHANGES

    Beyond the immediate crisis, Sorrell discerns some changes which are likely to remain. ‘It will be an acceleration of what was already there. Consumers were moving online; now they’re going to move faster.’ Sorrell gives an example. ‘Harvard Business School has a virtual classroom. So now, with Zoom, you’re on a screen with me, I’m on a screen with you. Imagine 80 times that with three professors in the pit. You can email in, you can text in, you can raise your hand technologically.’ 

    So the virus will make us think differently about gathering together publicly when we don’t absolutely have to? ‘Before all this happened, you’d have to go to Atlanta or New York for a call like the Harvard one. But we did it in an hour and a half without all the concomitant waste, the travel, climate change.’

    Sorrell also expects there to be other profound structural changes to our leisure. ‘I am on the International Olympic Committee (IOC) commission, and I’ll probably go to Japan next year. But will I go to the Superbowl to see the Patriots with 100,000 people there? Because one thing’s for sure, Covid-19 will re-emerge. We may have a vaccine to deal with it – or it may come back in the cold weather of Q4 this year which will make the recovery more difficult.’ 

    Again, our conversation keeps swapping cautious optimism for melancholy pessimism. Our current condition is to be continually subject to revelations about how the virus will affect some hitherto taken-for-granted aspect of our life. Sorrell, you feel, has done more thinking than most, but he still has some thinking aloud to do. ‘This summer, where will people go for holidays? Very few people can take private planes, and there will be attendant risks to flying. There was a newsreel of the Chinese travelling in China. Everyone’s dressed in these spacesuits. You turn up and you’ve got these face masks. You’re assigned a seat before you get on, distanced from everyone else. Behaviour will change.’ 

    And the wider media landscape? Sorrell is more decided on that one. ‘It will accelerate media owners’ use of digital and also accelerate the decline of linear TV. I was on a call yesterday with a Morgan Stanley analyst. Of course, the tech giants will feel the short-term impact on SMEs, but in the long-term it will result in Google and Facebook having a more dominant position. Imagine the data that Amazon is buying on consumer buying patterns: it will give them a huge data advantage. The same will be true for Tencent, AliBaba and Tik Tok in the east.’ This in turn feeds into Sorrell’s business model at S4: ‘We will benefit as long as we get through the next few quarters’. 

    SCHEMES, STRATAGEMS AND SPOILS

    At other times, one has a sense that the reckoning of Covid-19 has created in Sorrell, as in most of us, a desire to pause and reflect. This sends our conversation – perhaps to our joint relief – away from the present crisis to wider questions of business. 

    So how to be effective in business? First, he says, you have to learn how to manage teams. ‘Even at small scale, you have the same issues around siloes and fiefdoms and people looking with blinkers,’ he explains. ‘When you have two people in a company, you have a cooperation problem. To get 2500 people to think as one, or to leverage whatever knowledge the 2499 have – that’s the game. If you can get people to share knowledge and insight, you have a much more potent organisation.’ 

    Sorrell is in full flow now: you have a sense that these are the issues he has turned over in his mind for 50 years, and he enjoys sharing his knowledge. ‘My favourite question to anyone I’m talking to is: ‘What’s your biggest problem? The answer in most cases is lack of agility.’

    What does he mean by that? ‘The siloes, the empires, and the fiefdoms within big organisations’. Sorrell is often known as a legendarily hands-on CEO, and this is sometimes presented as a flaw. But it might also be an aspect of impatience with barrier and impediment coupled with a strong sense of responsibility towards the workforce and its dependents. 

    Sorrell also recognises that talented people can present problems of their own as much as those who aren’t performing. ‘Good people are by nature not cooperative,’ he explains. ‘There are very few good people who work well in teams – and understandably so. They have good track records, and tend to think they’re right and don’t take advice easily.’

    The job of a CEO is to get everyone facing in the same direction. ‘Implementation is very difficult in large and complex organisations,’ he explains. ‘You’ve got functional matrix; geographical matrix; brand matrix. It’s very difficult.’

    So how to conduct the orchestra? One part of the answer is incentivisation. ‘At S4, we all own big chunks of the company. The WPP employee ownership schemes probably amounted to about three or four per cent. At S4, we’re smaller obviously, but about 50 or 60 per cent of the company is owned by people who work in it.’ This is an area too, where Sorrell’s education – Sorrell studied economics at Cambridge – has been helpful to him in his career. 

    ‘At Cambridge, there was a book by a left-wing economist called Robin Marris – a left-wing economist – called The Theory of Managerial Capitalism. In the capitalist system, there is a separation between management and control. Managers manage; shareholders control – but there is a split between the two. Out of that, you get the view that all you need is share ownership: if people own shares in the company then their mindset is different.’ Is that his view? ‘Well, it can produce too short-term an attitude but broadly I don’t disagree with that. In WPP, in the early days, I always insisted people put their money where their mouth is. Interestingly, after a couple of plans, the institutions preferred us either to pledge stock we already had or just waived the need to put cash in. That was a terrible mistake. It’s like Warren Buffett’s comment on share options many years ago. You wouldn’t give an institution a call on your stock for 10 years at zero cost so why do you give it to management?’

    HIRING AND FIRING

    The other way to keep a company in shape is to get the hiring right. To those who might be ruminating on a magic hire, Sorrell has this warning: ‘I used to call it the Jesus Christ syndrome. 

    The person running this area of the business is no good. We should get rid of him or her. And I’ve got this fantastic person I want to hire.” Then the person comes in and three months later, Jesus Christ didn’t walk on water!’

    Sorrell also argues that talent departments can get it wrong at both ends of the spectrum. ‘The hiring process is often too cumbersome or else it’s too intuitive,’ he says. ‘You either put somebody through 20 interviews, which anyone who’s good will not tolerate, or you have one interview and that person becomes a hero or heroine – a salvation. Advertising businesses are notoriously bad at hiring. 

    Individual predilections or preferences overcome what you should or shouldn’t do.’ He adds: ‘Another problem is to segment human resources and talent from the rest of the organisation. You shouldn’t rely on your head of HR to hire good people. The head of HR might supplement the list, but you should know who you think would be good to do x, y or z from your knowledge of your industry.’

    Somewhere in here is the key to Sorrell’s success – the need to be hands-on isn’t some bizarre need to micromanage but a sort of prudent due diligence, and a tacit acknowledgement of the complexity of the job. He draws the conclusion: ‘People are an investment not a cost – and we spend so little time maximising that investment. sixty per cent of our net revenues are invested in people. Our revenues are £400 million, and we represent £250 million. At WPP it was £20 billion, so £12 billion went on people. But most people think much more about how we should invest in computers.’

    And this, incidentally, is why government often moves with such little – to deploy one of his favourite words – ‘agility’. ‘In government, you don’t have the commercial levers or incentives: what you get is a splintered mess,’ he says.

    HANG-UPS

    Our time is nearly up. Towards the end, Sorrell strikes another note of cautious optimism: ‘I’m sure there will be a relief rally in the sense that when people are released from all this purgatory, there will be excesses. But I was talking to a client last night and I said, “I’ll call you in Q4 and we’ll say we overegged this.” 

    He continues: ‘I look at in a historical context. HIV has killed 36 million people. The two big flus killed 1 to 2 million. I’ve got a lot of friends in Brazil who are terrified about what the impact of corona is on the ghettos. We’ve lost proportion. That sounds callous, every life is important.’

    Such are the times we so suddenly live in: we wish to retain optimism but we have taken a collective decision to endure economic hurt in order to protect the vulnerable. It is the hardest time the nation has known since World War Two, and yet all our technologies remain intact giving – at least for the time being – an undeniable flavour of technological affluence even to this unprecedented stricture. 

    Deprivation is still allied in a certain sense to plenty: we are in our homes, but many of us still eat, drink and are entertained to standards which would be the envy of a Renaissance king. We retain a sense of our intelligence and scientific skill, and the power of the economy which the likes of Sir Martin Sorrell have been instrumental in building. But we also know all over again the scale of the obstacles – of disease and nature’s indifference – which we had to overcome to build it all in the first place. There are no guarantees of our success; it’s up to us. 

    Perhaps that’s why Sorrell – so self-reliant, and capable – is someone we should especially heed in these times. We need the likes of him as we have never done before. ‘Someone sent me a diary from the great plague,’ he tells me near the end of our call. ‘It was a world of self-isolation; there was the Peak District village of Eyam which cut itself off for a year. This is nothing new.’

    So nothing new – and everyone keep calm. Wisdom, like crisis, can often have an antiquated flavour. And with that, instead of the handshake at the lift, we say our Zoom goodbyes, and Sir Martin disappears out of my computer back into his improbable life. 

     

  • Bill Gates: Find the Cure

    Bill Gates: Find the Cure

    by Emily Prescott

    Heroes only truly reveal themselves when faced with a villain. The world is up against a mighty enemy, Covid-19, and many people have revealed themselves as everyday heroes; from Janet next door making sourdough bread for her shielding neighbour to all the key workers who kept the country running during lockdown. Bill Gates has squared up to coronavirus with huge financial donations. As he has invested more than $350 million to fight COVID-19 will history hail the Microsoft founder as a key heroic figure in the pandemic or is his philanthropy just another sign of a world gone wrong?

    Jeremy Hunt, the former secretary of state for Health, says philanthropy should not be met with cynicism: “Philanthropists should be welcomed with open arms and praised to the rafters. I really don’t understand those who criticise the generosity of others.”

    While Nick Dearden, director of Global Justice Now, is more sceptical about wealthy individuals being involved in the race for a cure as vaccines should be public goods. “The answer to massive economic, healthcare or environmental problems cannot be left to some of the richest people in the world, as if we were living in the Victorian Age when social harms were seen as matters of charity and benevolence.”

    With a net worth of around $120 billion, Gates is only the second richest man in the world. With an estimated net worth of $200 billion, Amazon founder Jeff Bezos comes in at number one. In contrast to Gates, and although he has pledged to invest billions into Covid initiatives, Bezos has been positioned as a coronavirus villain – Super Spreader – after hundreds of Amazon staff took strike action to protest issues around the company’s response to the pandemic, including limited sick pay

    In the 1990s, few people would have elevated Gates above Bezos. Gates was fighting a series of legal battles around the monopolistic business practices of Microsoft. Former Microsoft employees described the office as a confrontational environment, with Gates being “demanding”. According to James Wallace’s Hard Drive, more than one “unlucky programmer received an email at 2:00am that began, ‘This is the stupidest piece of code ever written.’”

    Then, towards the end of the decade Gates turned his attention to philanthropy. Alongside his wife Melinda, the self-proclaimed “impatient optimists” formed the Bill & Melinda Gates Foundation. It seems he turned over a new leaf but some regard the Foundation as a fig leaf, barely disguising the injustice of Gates earning more in a day than most will earn in a lifetime.

    Since its inception the Bill & Melinda Gates Foundation has given more than $50 billion to charities. Its raison d’être is to “reduce inequality” but Gates admitted in an Ask Me Anything Reddit session that he often uses a private jet when reducing inequality. “It does help me do my Foundation work but again it is a very privileged thing to have,” he conceded. But aside from the occasional uncomfortable bit of irony, his philanthropy also gives him an extraordinary amount of power. Put bluntly, Bill Gates chooses who lives and who dies. He influences the success or failure of a vaccine just because people bought his computers.

    But Hunt dismissed the idea that positioning philanthropists as heroes risks creating a plutocracy, saying: “A democratic society like ours has sufficient checks and balances to stop undue influence but if someone wants to pledge a fortune or a fiver to make the world a better place they should be thanked and encouraged. I spent a lot of time trying to boost philanthropy to the arts when I was Culture Secretary and was always struck by the difference in attitude between the UK and the US.

    “Philanthropists in the US are seen as heroes but here in the UK our first thoughts can be negative. That’s changing but we should do more to embrace the good work that many very generous and inspirational people do.”

    Philanthropist and the founder of Addison Lee, John Griffin, shares this sentiment. Finito World can exclusively reveal that Griffin has invested £12 million into building a new wing at Northwick Park hospital to help speed up the race for a cure.

    Griffin endowed The Griffin Institute with his £12 million gift to Northwick Park Hospital

     

    Griffin has praise for Bill Gates and his commitment to finding a vaccine. “He’s a good man and he’s the right man to have in charge, he really is, I think that people who manage to achieve success should not ignore that, it’s a gift,” Griffin says.

    Indeed, within a few weeks of committing their first $100 million to the fight against Covid-19, the Bill & Melinda Gates Foundation announced a $50 million commitment to fund the new ‘Therapeutics Accelerator’. Alongside MasterCard and the Wellcome Trust they have invested in a variety of treatments, including the University of Oxford and AstraZeneca vaccine which is one of the seven vaccines in the final stage of trials.

    Professor Arpana Verma who is a clinical professor of Public Health and Epidemiology at University of Manchester said funding from the Gates Foundation is “key” to finding a vaccine and ensuring it is accessible.

    She regards philanthropy as a necessary component in successful public health initiatives. “Public health through the centuries has been based on philanthropists. When we got the industrial revolution, we got the core epidemiologists coming in. In Greater Manchester we had Edwin Chadwick, and in Liverpool we had William Varr, and in London we had John Snow. This was the crux of things happening fast. it gets things moving. Whilst governments and even NGOs might have more of the administrative to get through, philanthropists might not have that burden.

    “A lot of philanthropists are well up on the evidence so they know what things to do and can get ahead and do it,” she adds.

    The Bill & Melinda Gates Foundation has been focused on combating disease for years and it has made polio eradication one of its top priorities. One of the Foundation’s first big investments was to an organisation called Gavi, the Vaccine Alliance. Since 2000, Gavi and partners have immunised more than 760 million children, saving over 13 million lives.

    This knowledge of disease has made Gates a coronavirus Cassandra. In a 2015 Ted Talk he warned: “If anything kills over ten million people in the next few decades, it’s likely to be a highly infectious virus rather than a war. We need preparedness,” he demanded. Clearly, Gates’ value in the fight against Covid is not exclusively due to the amount of money he is throwing into the cause but due to his deep understanding of disease.

    Gabi Hakim, founder of VacTrack app

     

    He has inspired other entrepreneurs in the healthcare profession. Gabi Hakim who is the founder of a new VacTrack app which collates vaccine histories and sends reminders for follow up boosters, cites Bill Gates as an influence. “Bill Gates has always stood out as the standard to which we should all aspire. In particular, his work in both biotech and digital health through his Foundation has emphasised the fact that tackling health crises requires intervention at population scale, which aligns with our own mission of accessibility for the masses. I think personally, it’s seeing his ability persist through the bureaucracy and complexities associated with healthcare today that has motivated us.”

    WIRED’s editor at large, Steven Levy, who has been conducting interviews with Gates since 1983, points out that Gates has also made a positive impact through his cajoling of other wealthy people.

    He says: “I’ve met a lot of billionaires, the field I cover produces billionaires, basically he’s made it a point to stand up and argue for other very wealthy people to devote a huge portion, you know, half or more, of their fortunes to addressing issues like public health. He really is the person who speaks most of it. He’s sort of like a born-again philanthropist.”

    Gates may be a born-again philanthropist but he approaches his giving with pragmatic, almost heartless logic. In the documentary, Inside Bill’s Brain: Decoding Bill Gates, Gates recalls the moment he showed his daughter a polio video. “The video ends with the girl who’s got the paralysis limping down the road with a crummy wood crutch. My daughter said to me, ‘well what did you do?’ I said well we’re going to eradicate it. She said, ‘no no, what did you do for her?’”

    With a business analogy, he goes on to explain that this emotional attitude is not productive and that he believes in “optimisation”. “The emotional connection is always retail, even though, if you want to make a dent in this thing you better think wholesale, ten to the six, ten to the seven type magnitudes,” he says.

    Levy believes that Gates is primarily motivated by the intellectual challenge. “It isn’t ‘I’m doing good for the world’, ‘I’ve got to do good’ it’s like ‘these are fascinating challenges that engage me intellectually and I’ve got something to offer there’. I think he finds a lot of satisfaction in pursuing it and learning about the science and speaking to scientists and adding his brain power to solving this.” In the power, money, knowledge triad, it seems for Gates, knowledge always comes out on top.

    In many ways he is the archetypal nerd. He takes ‘think weeks’ where he goes off alone to a cabin in the woods and reads. When he is fascinated about a subject he reads as much as he can about it. His interest in the environment compelled him to read the rather esoteric Japan’s Dietary Transition and Its Impact by Vaclav Smil, for instance.

    Levy explains that it was Melinda who forced him to channel his intellectual brilliance into philanthropy. “Really, the big impetus for him getting into philanthropy at that point in his life when he did was his wife. I do feel it was her influence that led him to step back from Microsoft maybe sooner than he thought.” Melinda’s influence has been profound and since the beginning she has inspired Bill to be better and think differently.

    Melinda joined Microsoft after graduating with a degree in computer science and economics from Duke University and a master’s in business administration from the Fuqua School of Business. One evening after work, Bill asked her if she wanted to go out for dinner, in two weeks time. She declined telling him she wanted spontaneity and an hour or so later she received a phone call from him asking “is this spontaneous enough for you?”

    If Bill is deserving of a hero status, Melinda is too, perhaps even more so. It was Melinda who inspired the Foundation to focus on combating disease when as a new mother she read an article that described how children were still dying from diarrhoea. Now she is using her influence to protect women from the devastation of Covid-19.

    But no matter whether Gates’ philanthropy is driven by Melinda or by pure intellectual curiosity, it does not make his actions any less valuable. As Batman says, “It’s not who I am underneath, but what I do that defines me.” Heroes are also defined by their enemies.

    Last month, during the week polio was eradicated from Africa, 10,000 conspiracy theorists gathered in Trafalgar Square to protest against lockdowns, masks and vaccinations. In speeches they rallied against Bill Gates.

    Of course, unthinking reverence of philanthropists could lead to abuses of power, but as it stands the Foundation is contributing to developing a vaccine that could save the world and we need all the heroes we can get.

    The Bill & Melinda Gates Foundation Covid-19 response

    • The Foundation has committed more than $350 million to support the global response to Covid-19. This includes:
    • $250 million to improve detection, isolation, and treatment efforts; protect at-risk populations in Africa and South Asia; accelerate the development of vaccines, drugs, and diagnostics; and minimise the social and economic impacts of the pandemic. The Foundation announced $100 million to the global response in February, and then increased this commitment by an additional $150 million in April.
    • $5 million to support the Covid-19 response in the Greater Seattle Area. This funding supported local public health efforts in Seattle & King County as well as six regional response funds that aim to meet the needs of those disproportionately impacted by Covid-19.
    • $100 million to Gavi’s new Covid-19 Vaccine Advance Market Commitment, to support its future efforts to deliver Covid-19 vaccines to lower-income countries.
    • In addition to the more than $350 million committed, the Foundation will also leverage a portion of its Strategic Investment Fund, which addresses market failures and helps make it attractive for private enterprise to develop affordable and accessible health products. For example, the Foundation is collaborating with Gavi and the Serum Institute of India to accelerate the manufacture and delivery of up to 100 million doses of Covid-19 vaccines for low- and middle-income countries. $150 million came from their Strategic Investment Fund.

  • Estelle Morris: ‘The education system is a political tool’

    Estelle Morris: ‘The education system is a political tool’

    Blair’s former education secretary on how lessons from 1997-2007 can be applied to the current moment.

    These are difficult times for education. It didn’t come up much in the election or the leadership campaign.

    I’m not critical of Keir Starmer – he’s done outstandingly well so far. But I’m not entirely happy with where the party is on education at the moment. It needs to get back to the top of our agenda.

    Under Tony Blair, we used to say to teachers: ‘If you want, you can teach when education isn’t a priority of the government.’ It’s true that when education is a focus of government, there’s a lot of pressure, and that perhaps goes away when education ceases to be the main talking point. No one will be on your back; the government won’t be passing laws or monitoring you – but they won’t be giving you money or leadership.

    Under Blair, if teachers were under the cosh, so were ministers: he was monitoring every detail. He was a consummate politician – and human being. He would admit if he didn’t know something. If we had a catch-up meeting and we raised something quite detailed – on literacy, for example – he would turn to Michael Barber (his chief education adviser) and say, ‘Michael, what does that sound like to you?’ And if we had a big initiative, he would make time. He never once said no.

    That kind of leadership matters. It’s sometimes not what the leader does; it’s what the leader gives cause to do that counts. Everyone thinks: ‘This is the bus to be on; this bus is going places.’

    But I was never sure where his motivation on education came from. When I worked for David Blunkett you could see it was all to do with his background. But Tony’s not got that. His socialism was all about social justice because he’d had those advantages. He knew the value of education.

    It comes down to this: there really isn’t an easy route out of poverty besides education. If you have a dictator, what do they do first? They go and fiddle with the education system. It’s the institution by which we lay down our values regarding the society we are, and the sort of world we want to inhabit.

    No one wants to say that the education system is a political tool, but it is. Whatever you dream your society to be, you need to see it worked out in school – otherwise you won’t see that vision of society in the next generation either.

    It’s been a period of great loss – certainly in education. It’s not a bad thing that we’ve not had fumes going into the air; but it’s definitely not a good thing not having kids in school. We need to get it right from here, but I wouldn’t go through this again to learn the lessons we’re learning now: they were learnable before. Once again we’ve been much too slow on the uptake.

    If you go to the health service, you can see relationships changing. One example I’ve heard about involved a nurse on
    a Covid-19 ward. Senior consultants from outside that discipline were filling syringes for nurses. A huge amount of
    goodwill is generated by those sorts of things. But where is that spirit in education? There’s been no sense of the government, the unions, and the local authorities sowing the seeds of a new relationship for the future.

    So education hasn’t had a good crisis. The government has done well to get the Whitehall machinery moving quickly and been imaginative in general, but it dismays me that we haven’t come together more.

    Universities have a responsibility on the quality of provision. If you are at a university or a school in this period of online learning, not all students have had the same high quality. That really bothers me.

    When you have a child of five you’re always trying to catch up on in-built disadvantage. It’s not a party political point.

    Each government has tried to make new initiatives on this, and that’s the reason we’ve closed the gap. But now in the last few months, we’ve built a new gap in terms of social class and deprivation. I hope the virus will push us to do better.

    In terms of Boris Johnson, I don’t see anything in his background that will turn him onto education intellectually. What we don’t want is another argument about academies, and we don’t want 50 years arguing about whether a school should be an academy or local authority.

    A good leader frees up something in society that’s already there. Blair used to do a lot of speeches about sport. He didn’t personally then go and teach sport. But if you were a PE teacher in that room, metaphorically you grew. It’s the power of the office.

    Estelle Morris was Secretary of State for Education and Skills from 2001-2002.

  • Nicky Morgan: ‘We need more agile working’

    Nicky Morgan: ‘We need more agile working’

    We’re in the fortunate position of being in lockdown in Leicestershire so we have countryside and walks. We’re lucky having a garden; our lane has got quite busy but everyone’s social distancing. 

    My last day in Parliament was the 12th March so things weren’t as serious as the following week. Once people started cancelling things in London, it felt the wrong place to be.

    One thing I’m interested in – especially now – is the formation of character. This period may give us lots of examples to draw from in terms of that. People have found themselves in an extraordinary situation. Obviously, there’s the sheer number of people sadly losing their lives; but then there’s the speed at which things changed. Normally, if you’re in a war or a recession, you can see it approaching down the tracks. With the virus, those who were tracking these things may have had an inkling, but even a couple of weeks before, we were watching Italy’s lockdown and not thinking it would happen here. 

    Normal politics has been suspended. What the virus has done is make ministers prioritise. The Department for Culture, Media and Sport will be focused a lot on the question of charities; they’ll be listening to various sectors about what is happening economically. It must be very difficult for those who arrived after the reshuffle with their own agenda – and then within three weeks found that has gone out of the window. 

    And then your boss goes down with the illness himself. That also concentrates minds. I haven’t spoken to the PM, but I sent him a get well message. I got a brief acknowledgement, and we’re all thankful he’s come out the other side. 

    Both David Cameron and Boris Johnson are similar to work for. Both lead from the front and have firm views about what they think on things; both are willing to engage in discussion, but ultimately make their own decisions. That’s why the Cabinet was able to carry on without Boris there – because he will have set them a firm goal as to where they’re going.

    The Department for Education will have its priorities too. They’ll be looking at education of keyworker‘s children; and trying to work out what schools can do to help vulnerable children. There are always going to be tensions between DfE, schools and the teaching unions but everyone threw those tensions aside. But suspending exams was the big decision, of course.

    The financial situation is concerning. When I was chairing the Treasury Select Committee in 2017, we found that there are millions of people in this country with less than £100 in savings. There’ll be people applying for universal credit – especially the self-employed – who never thought they’d have to explore that option. 

    Unfortunately, we can’t help everyone. There could be a crunch at the end of April, when people have to run payroll. If businesses haven’t got the cash in the bank, and the HMRC payments don’t get through, then workers may not be paid. That’s a huge concern: and the lockdown happened so quickly, there was no time to prepare for it. 

    The historic parallels don’t always run. With the Spanish flu, the media was very different. The influenza was mentioned just once in the House of Commons in 1918. Lloyd George got it and returned to Westminster with a respirator. Interestingly, the only public health legislation that went through during the flu was for better ventilation in theatres.

    It’s hard to imagine what the ‘new normal’ will look like for people leaving university. One big thing will be more agile working. There’s no doubt that there are people who’ve wanted to work from home and do hours differently who can now prove to their employers they can get work done without being in an office. It will also be interesting to see if business travel returns. We will need to recalibrate. We’ve been saying for years that climate change is a global emergency. Now we know what a global emergency looks like. The good news is that innovation comes to the fore in times of crisis. 

    Meanwhile, my post-politics employment plan is suspended too. I’m still working out my new role in the House of Lords. At DCMS, I came to realise that data is the new gold. Those who control data are in a commanding position, and we need to think about who we’re handing it over to. So that, alongside the character agenda, is something I’ll be talking about. 

    Baroness Morgan of Cotes is a former Secretary of State for Education from 2014-2016 and Secretary of State for Digital, Culture, Media and Sport form 2019-2020.