As we twiddle our thumbs waiting for white smoke from Brussels, this prompted me to reflect on how badly business lost this game. Deal or not, whatever emerges, whenever it emerges, will be a million miles from what business hoped for. How did it go so badly wrong? 🧵(1/)
I’ve lost track of how many times I’ve been told over the last 5yrs that it’s because business wasn’t loud enough. 1st during the referendum (though post-🗳️ analysis tends to agree the economic argument was won, it just wasn’t important enough). 2nd during the negotiations (2/)
I’ve said a lot about this in the past, ultimately - yes biz could have been louder. But there are many reasons why they weren’t.
And volume really isn't everything. Any lobbyist knows that you’re only loud when you’re already losing. It’s a symptom, not a cause, of loss (3/)
So how did business start losing on Brexit? This story has 3 beginnings:
1. The decline in trust through the 00s, when respect diminished
2. #indyref where biz learned the hard way what being dragged into a polarising political furore felt like. That backlash scarred.
(4/)
3. The birth of Business for Britain

Honestly, Business for Britain were brilliant at what they did. I think they genuinely did try to woo business on side initially. But when that didn’t work, they switched strategy very rapidly and pulled every lever available to them (5/)
They (and then Vote Leave) were fantastic at making biz opinion seem divided. They leveraged the decline in institutional trust, both by attacking the institutions themselves and offering small but non-representative businesses in their place (sound famliar?) (6/)
They leveraged the fear of the Scottish referendum, sending letters with Electoral Commission guidance on campaigning to FTSE firms to make it seem more difficult to speak up during the campaign.

They were very, very good at their job (7/)
And, of course, the Remain campaign shot itself in the foot during the process. Sajid Javid telling biz to pipe down on their pro-EU sentiments through 2015’s re-negotiation confused the message. People like Stuart Rose played into Vote Leave’s hands (8/13)
Should business have adapted more quickly? Yes. Should it have foreseen and played out these tactics in advance and worked out how to respond? Yes. But... spoiler alert... being good at business doesn't make you good at politics.

And those weren't its biggest errors. (9/13)
In my view, business’ biggest mistake was in the 6months following June 2016. Everyone retreated to their bunkers to figure out WTF had just happened. By the time biz had figured out what it wanted, May had her red lines, Eurosceptics had their wins, and the field was set (10/15)
This was -of course- compounded by the fact business was operating in isolation. May didn't understand and wasn't interested in business (at that point). Fiona Hill and Nick Timothy closed the doors. Everyone was guessing at language that would work, what she was thinking (11/15)
I find it really hard to imagine how things might have gone differently from then – or certainly how business might have changed things. Couldn’t have the single market with control of immigration or 'of our laws'. Couldn’t have a CU with the new FTAs the UK was seeking (12/15)
Every FTSE350 CEO could have lined up outside Downing Street playing Ode to Joy on handmade instruments while tattooing rings of yellow stars on their foreheads, and it wouldn’t have made a difference to that reality. Gravity (as @pmdfoster often says) was in charge (13/15)
We tried anyway. Every contortion of language and best of both worlds that could, even infeasibly, exist. All while seeing off no deal. Got pretty damn far with Chequers. But we all know how that went. And there have been very few substantive wins for biz since that point (14/15)
So now we twiddle our thumbs. Let politics and gravity do their thing. And business will welcome what it can if a deal is done.

Because what's the alternative? What would be acheived by doing anything else? It lost this one a long time ago (15/15)

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More from @NicoleSykes_

23 Nov
I know, I know. A lot of news today. But gimme like… 70% of your attention for 2mins.

We know that charities have seen a buttload of additional demand this year. 55% tell @probonoecon they may not be able to service it all. But where’s it coming from? This gives us a clue (1/)
Charities like @DeafBlindUK make up some of the 19% seeing more demand from their existing clients as they help them literally navigate the pandemic.
For them, it's mostly the first kind of demand we've identified - direct Covid consequences such as loneliness, isolation etc (2/)
Then, sure, there are crisis spillover effects. Foodbanks are definitely making up some of the 39% with existing service users needing more help AND new people coming to them.

But (SPOILERS) there are 3 other kinds of demand charities are facing we should pay attention to (3/)
Read 11 tweets
17 Nov
Now 4 months into working in the charity sector and… boy. Those 5 years I spent sarcastically muttering at the void about government needing better partnership with and support for business… I didn’t know how good the private sector had it. THREAD (1/10)
At every corner during the Covid crisis, financial support schemes have been designed for the private sector and (with the noteable exception of the £750m fund) charities have to make do with it. But it’s like charities have been handed their big brother’s oversized jumper (2/10)
Furlough works if you run a brewery chain. Send staff home and claim back their salaries when pubs close and orders dry up. But it doesn’t work it you run a charity providing support to families of alcoholics, seeing rising need and unable to bench your teams to save costs (3/10)
Read 10 tweets
13 Aug
Yesterday’s GDP numbers showed a wee uptick in June, but we’re all still expecting jobs to keep bouncing down the rocky hill for a long while yet. Some of the reasons are obvious -end of furlough, second wave- but, in case of interest, some of the other less obvious ones: (1/6)
1. JRS/loans were designed for firms facing immediate loss of demand. But a bunch will experience a lag eg. The visual effects artists still able to work on film shot over Winter over Spring. But once processed, there’s nothing new to work on & help is less useful/withdrawn (2/6)
On a larger scale is fashion. There’s a debate raging about the wasted stock that was never sold this Spring. Reselling in Spring 2021 would strip work from fashion designers and manufacturers. One solution to drag it out rather than create new gap (3/6) drapersonline.com/news/is-covid-…
Read 7 tweets
18 May
So you’re a CEO trying to run a business from your study. Your husband’s looking after the kids for the afternoon, you miraculously have a spare 5 minutes. With the news about negotiations, Brexit has been nagging at the back of your mind. What are we doing on that again? THREAD
You start emailing the lead of your Brexit planning team. Damn. They’ve been seconded onto your coronavirus team because crisis management skills are useful.
After 15 minutes of digging you give up, ask your PA if they can find the plans, call your CFO about the latest figures 2/
4 virtual meetings about face mask procurement and the rising mental health issues of your staff later, at least one and half of the kids are asleep. Your email pings with a file from your PA containing your old no deal plans. You open it. Swear again. 3/
Read 12 tweets
1 May
Brexit has started to be A Thing again. Which is weird. But I’m told it’s my job to… you know… engage with it. So. Storytime.

Companies have obviously been dealing with the much bigger fire that is a global pandemic and the many resulting crises.
(1/something)
Turns out “all my customers are shut, all my suppliers are shut, I’m shut, how do I pay my staff/rent/bills?” is a more important question than “what about diagonal cumulation?” Also if your firm goes bust in May you care less about possible non-tariff barriers from January (2/)
But some firms have are now started to turn some thoughts to the topic again. So.
Here are three things that keep coming up on how coronavirus interacts with the UK-EU FTA negotiations from a business perspective: (3/)
Read 10 tweets
5 Oct 19
This idea that businesses doing everything that they can to prepare for no deal and as such will be fine and dandy seems to be pretty persistent, so let’s have a look at 10 sectors’ preparedness – some more commonly known, and some where less attention is being paid (1/x)
(Dearest members, forgive me for a few sweeping generalisations here as I try to summarise what I know is very complex and nuanced, and varies on your exposure, business structure etc etc in 560 characters) (2/x)
💸Financial services💸
Preparedness: Arguably the 1st sector to swing into action, with its regulators demanding completed hard Brexit plans waaay back . They’ve spent £4billion preparing, but worked hard to reduce job moves OUT of the UK, creating new jobs in the EU (3/x)
Read 26 tweets

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