Getting things done
Editorial
We have all had the experience of being at a meeting where many interesting and even exciting things are being discussed, ideas for various projects are being raised, but no one is taking notes, or if so only in a desultory fashion. You get a sinking feeling, and you can bet your bottom dollar that you are right, that nothing will be done, there will be no follow up, the ideas will evaporate into thin air. Getting things done is not easy. Even relatively simple things take time, energy and planning. For example, if one wants to hold a fund raising event, say a modelling show, it is necessary to print and sell tickets, lease a suitable venue, arrange proper seating and accommodation, retain and train the models, arrange music, food and drink and so on. If all of this is done energetically and well it can be a success, if not it will probably fail. Long term projects are more difficult and require both some level of planning and a high degree of stamina. For example, the government is at present encouraging settlement for agricultural purposes in the intermediate savannahs. There is no reason in principle why young people, or even those who are not so young, should not consider embarking on this adventure. However, in a feature some months ago Mr Alexander Mendes described the considerable problems himself and his family had faced in the development of the Dubulay ranch. The project had been a learning experience that required adaptability, intelligence, staying power and the raising of substantial funds. Above all, it had required a very high level of commitment. Ultimately that is what economic development requires, translating ideas into action effectively and efficiently. This is not easy in any society but it can be more or less difficult depending on the surrounding circumstances. For example, can funds be borrowed at affordable interest rates, are technical skills available for hire, can land be leased or purchased at a reasonable price. The Institute for Private Enterprise Development has helped small businesses to open or expand by making affordable loans available. In starting and developing anything there is no guarantee of success, there are many failures. Working for oneself is often a lot harder than working for someone else as the problems and the hours of work tend to be open ended. Private enterprise has been identified, we believe correctly, as the engine of growth in this society and this has been accepted by all the political parties. What has not yet occurred is the attitudinal change required to make this a basic operational principle. There is in some cases still a negative attitude to private enterprise, a hangover from other times not too long distant when it was sought to miniaturise the private sector and profit was considered a venial if not a mortal sin. Some officials and even government ministers are not immune from this and it affects their thinking and their behaviour. At the practical level, what is needed now is to create conditions that are favourable to entrepreneurs. One cannot create entrepreneurs but they can be encouraged, in a variety of ways. An investment code is needed, for example, and the Private Sector Commission will no doubt be raising this with the ministers of finance and trade when they are appointed, as well as a number of other things. In this context President Bharrat Jagdeo's proposed summit with businessmen can be a productive idea provided the discussions go beyond generalities and seek to reach agreement on specific issues. Getting things done takes self-discipline and hard work. At a time when our future officially depends on our entrepreneurs, small, medium and large, it is essential that the political leaders come to terms with this and all that it entails. Business energy and efficiency and the spirit of enterprise must be seen as one of the keys to our future prosperity.
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