Not risk averse

What do Maggi, Toblerone, Rolex, Emmental cheese, Mt. Matterhorn, Müsli, Victorinox, UBS, Logitech, Bally, Nestle, Lindt and Novartis all have in common? They are all global brands of Swiss origin or “Made in Switzerland.”

I honestly did not associate all of these brands as Swiss brands because they are well established all over the world. But after being asked “What are the well-known products from Switzerland,” I could only answer “chocolates” and a nature for technical accuracy second to none.

As a Swiss friend always tells me, “There is only one way of doing things the right way, and it is doing things the Swiss way.”

Far from being arrogant or culturally elitist, there is no denying how Switzerland and its people have developed products, systems and principles that have withstood the test of time and benefitted the world as well.

Since 1815, Switzerland has practiced a policy of neutrality, never taken sides or joining alliances designed for military purposes. While there are critics of the constitutionally enshrined practice, the Swiss principle of neutrality has helped develop its role in international relations.

Their commitment to being neutral has established Switzerland as a third-party host, broker or negotiator related to economic and political disagreements between nations. This reputation eventually helped strengthen Swiss banking practices as “all business, no politics.”

Yes, Swiss culture and business have grown worldwide and the same is true in the Philippines, where some Swiss companies have been around for 30 to 100 years. Many people think they are Spanish or American companies but not so.

For instance, there is the century-old Zuellig group that has hugely contributed to establishing availability, supply chain distribution of much needed pharmaceutical products all over the Philippines.

They are essentially the largest network ensuring quality and equal distribution of medicines nationwide. What’s interesting is that Zuellig Pharma has been low key through decades of operations, choosing to be “strictly business.”

Last Tuesday, Aug. 4, I was invited to watch a leadership conversation series focused on “Swiss Perspectives: Building businesses in the Philippines” hosted by the Swiss Chamber of Commerce of the Philippines in partnership with Switzerland Global Enterprise (S-GE).

I assumed that it was a briefing session for Swiss investors and select members of the media. As it turned out, the forum was an honest sharing of knowledge and experience that was positive and uplifting for Filipinos and the Philippines.

Yes, what I thought was all about Swiss doing business in the Philippines sounded more like PDA or Public Display of Affection for Filipino talent and culture. Aside from Swiss Ambassador to the Philippines Dr. Nicolas Br?hl and David Zuellig, co-managing director of the Zuellig group, a handful of locally established Swiss companies also took part in the event.

At the head of the talks was the chairman of the SwissCham PH Felix Fletcher, who is also the president & CEO of Target Display, and the youngest in the group was Bryan Gigher, co-founder of Dashlabs ai. Also joining was Patrick Lengacher, CEO of Amihan Solutions and DTI Undersecretary Ceferino Rodolfo.

As the presenters went about sharing their origins, how and why they invested and established operations in the Philippines, I noticed a common thread or key. They spoke positively about Filipino talent, respectful character, skills and culture.

They also addressed the need to develop “your people,” trust them and let them make decisions instead of persisting in the culture of permission that prevents staff and executives from growing and being promoted to bigger responsibilities.

One serious concern expressed was the deteriorating quality of education and graduates. One speaker shared the observation that in the last 30 years, things have not improved or caught up with the quality of education in the region.

Equally important is the fact that unlike countries such as Singapore or China which determine future development and the qualifications that will be required from the work force, the Philippines plays “catch up” on trends, not having long-term directions due to ever changing political structures.

As I listened, it became evident that a number of the investors or business leaders speaking at the forum had planted roots and relationships, both marital and personal, which in turn give them a better perspective of life and thereby of doing business in the Philippines.

The impression I had as I listened was that the Philippines needed more if not better marketing beyond what lands in the news or subjective views that don’t necessarily reflect the realities or opportunities on the ground.

I did pose a couple of questions to the speakers. First was if Swiss investors are by nature risk averse or not real risk takers? The short answer was, “We are here, aren’t we?”

My next question was how can potential Swiss investors “politics-proof” their business and investments. “You can’t.” You simply have to deal with things as they develop and work your way through.

To the question, how much inputs and decisions are made by Filipinos in Swiss companies? One speaker essentially admitted “not enough,” but it was not a reflection on Filipino executives and decision making.

Swiss top management, for their part, have to learn to focus more on vision and future plans and not get tied down with operational decisions. And that’s a wrap!

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