Reimagining the New World Order

Digital technology, along with a combination of biotech, energy, and materials science advances, opens up new frontiers in innovation and organisational strategy and introduces profound new risks



Unicorn startups in the finance and insurance sector had the biggest market valuation accounting for $526 billion.


Digital or Nothing
In 2021, I focused on articulating the inherent complexities of economic and socio-commercial systems and how three briquettes – Virreal World, Workplosion, and Borderless Boundaries - contribute to workplace ambiguities today. Discussions around digitalisation, virtual economies, shifting of regulation, and policy overhauls, alongside the rise of intelligent technologies, human augmentation, etc., have shaped our collective consciousness, with an overwhelming majority welcoming the demise of traditional ways of doing business. Meanwhile, adopting digital solutions in earnest (particularly with the need to adapt to demands imposed by the global pandemic) continues to accelerate and disrupt organisational endeavours. Touting “be digital or be gone”, eulogies have reached a crescendo, translating into innumerable ideas portrayed by an entire planet full of startups with a promise to alter our world. Did we embark on a fundamental reset of the world, or just stretch traditional thinking outwards to encompass a greater part of the world through digitalisation? Let’s examine the global startup scene.




There are thousands of entities parading themselves as mentors, coaches, accelerators et al., both private and public.




Complementing the above is the amount of capital floating around the world. Unicorn startups in the finance and insurance sector had the biggest market valuation accounting for $526 billion. Failure rates across various sectors and countries average between 65% and 80% of all entities. Some sector-specific failure rates are 80% for e-commerce; 75% for Fintech; 80% for health tech; 60% for Ed-tech.
 
Startup valuations are tricky, regardless of the methods adopted (EV-R, EV/EBITDA, EV/EBIT, EV-ECF). While they are not complex, the emphasis on valuation takes away the emphasis on value. It brings the conversations back to traditional profit maximisation, with conversations around exits taking over. Quite intriguingly, valuations of some sectors are mind-numbing, for example, SaaS at 10x revenues, e-Commerce at 2-3x revenues (or 10-20x EBITDA), hardware and low-margin businesses at 1-2x revenues, travel at 1-2x revenue (for low-margin verticals like flights) and 6-8x revenue for hotel bookings as of year-end 2022.


These valuations only account for the revenues of the specific entities involved in the business per se. No considerations are given to determine two crucial aspects, namely (a) overall ecosystem/subsystem value created, diluted or lost – think of all participants within the subsystem, and (b) reality with actual revenue generation (e.g., despite all the excitement with startups, realised revenue multiples across all industries range from 0.4 to just over 1.1, with the average across all businesses at 0.62. Earnings multiples range from 1.9 to 3.1, with the average across all industries at 2.41).

Before one quickly concludes that this is the nature of pursuit and that it is important to keep supporting ideas regardless of their final sustenance; or that such endeavours enable a larger ecosystem of development, it is crucial to appreciate the consequential value being created. An unfettered capitalistic pursuit of maximising profits alone is subsidiary and meaningless. It is crucial that leaders of tomorrow focus on building, sustaining and growing value on the back of the promise that they are changing the world.


Rise of the Contrarians
Satoshi Nakamoto, bitcoin, cryptocurrencies, and an enormously complex industry spawning over the past decade may have begun to upend traditional thinking. Interestingly, cryptocurrencies were first mentioned in 1989. Developing cryptographic protocols and software in the early 1990s would make it possible to create a truly decentralised digital currency. Fast forward to 2009/10, transactions in bitcoin began to take steam, primarily aimed at eliminating the involvement of banks in moving monies across borders. Since then, thousands of coins have made it to the market, some lasting only days. This volatility reduced faith in cryptos as an investment vehicle.



Business leaders must focus on building, sustaining and growing value on the back of the promise that they are changing the world.


However, beginning in late 2017, cryptos began to see unprecedented growth. The total market cap for all cryptocurrencies reached $820 billion in January 2018 before crashing later that month. Despite this crash, the crypto market has seen steady growth and is currently at $829 billion (end 2022), post a 64.1% crash from a high of $2.3 trillion as of the beginning of 2022.


The interesting facet of this new development is its touted ability to provide alternative models to fractional reserve banking and eliminate the stranglehold (on money) by central banks. Decentralised finance came into play, with offshoots around fiat-backed currencies, free-floating ones et al. Technologists began unleashing a plenitude of alternative solutions and new terms like proof-of-stake, burning, tokens, etc. Of course, as with any new technological development, fraudsters and opportunists abound. Scams around initial coin offerings, phishing attacks to steal billions of dollars worth of cryptos from secure wallets, and blurring lines between exchanges and trading entities began to emerge.



Cryptocurrencies were first mentioned in 1989, and fast forward to 2009/10, transactions in bitcoin began to take steam.


It may be opportune to look at this industry from the standpoint of new-age technologists taking on the traditional fractional reserve banking system. Their end goal seems to be to bring down unfettered capitalism (by enabling the decentralisation of finance and constituent participants). We are now witness to the spawning in the crypto world, much the same type of institutions as in the traditional fiat world – crypto hedge funds, liquidity providers, P2P providers, wallet operators, exchanges, trading entities, merchant services, et al. Altruistic goals of replacing traditional economics have corrosively morphed into models similar to capitalism, which are now globalised and distributed without checks or balances.


Will we see the emergence of new “media of exchange”, also known as alternative currencies like crypto, carbon, barters, and mutual credits? Will they become mainstream? Will they complement fiat currencies and monetary policies or replace fractional reserve banking systems altogether? The prospects are exciting yet concerning at the same time. Are we prepared to manage the inherent chaos resulting from such monumental shifts? Will segments of the population remain excluded from such emergent systems yet again?
 
Voiding Lip Service to Change
The range of things happening around the world with cultural, social, economic and living ecosystems is increasingly complex and uncertain. Yet, the most difficult task seems to be determining which systems will survive and enable co-existing and self-sustaining subsystems and those that will remain transient fads. The consequences of our actions shall determine what prevails. Unfortunately, however, we seem to witness and participate in conversations that emanate from the digital consumer-centric world, subsuming every other subsystem necessary to deliver on the promises of enterprise resilience, economic well-being, environmental protection, and social cohesion. It is crucial to appreciate and understand the consequences of these power shifts; if we are to make any difference in the future, we all have a stake in it.






Enterprises must shift their focus toward embracing these fundamental shifts in their businesses and ecosystems. Technologies are a great fillip to enable. However, it is important to understand that technical change won’t just come from digital technologies. A combination of biotech, energy, and materials science advances will open new frontiers in innovation and organisational strategy and introduce profound new risks. Meanwhile, all the enabler entities – governments, accelerators, venture capitalists, investors – shall have to continue playing an active role but shift focus from short-term profit maximisation goals toward solutions that herald planetary sustenance. In short, enterprises must recalibrate anticipation models to rebalance efficiencies and resilience while rethinking boundaries and reimagining value.


About the Author




Bobby Varanasi is one of the acknowledged Top 25 Globalisation Leaders in the global sourcing space and the Founder of Matryzel Consulting: an independent advisory firm recognised as one of the World's Best Outsourcing Advisory Firms. He brings two decades of experience in consulting and management across IT, Business Services and building global operations.