Wisdom in fragments

What they meant was, 'Do you have someone at work with whom you can discuss personal matters?' Only 30% of workers affirmed they had such a connection at work. However, this 30% demonstrated significantly higher job engagement, superior performance, and less likelihood to leave their job for a more enticing offer.

Director of Harvard Study of Adult Development & Psychiatrist

One of my Zen mentors, Barry Magid, authored a book entitled 'Ending the Pursuit of Happiness'. In it, he criticises the concept of chasing happiness as a curative fantasy – the mistaken belief that happiness is an attainable, sustainable, and permanent state. The reality is, no one is in a state of perpetual happiness.

Director of Harvard Study of Adult Development & Psychiatrist

We found that those who enjoyed the best health, and not just the greatest happiness, were the individuals who had nurtured stronger relationships with others. From this, we deduced that those who put considerable effort into maintaining their relationships navigated life's challenges with greater ease.

Director of Harvard Study of Adult Development & Psychiatrist

When we crafted that phrase, it was because we saw a similarity with physical fitness. If you work out today, you don't return home and declare, 'Great, I'm finished, I never have to exercise again.' Staying fit requires ongoing commitment. In the same vein, we've discovered that those with the strongest social bonds are the individuals who diligently nurture them.

Director of Harvard Study of Adult Development & Psychiatrist

When our original participants reached approximately 80 years of age, we invited them to reflect on their lives. We asked, 'What are your greatest sources of pride, and what are your deepest regrets?' The predominant regret was the disproportionate time spent working and the inadequate time spent with loved ones.

Director of Harvard Study of Adult Development & Psychiatrist

There is a specific type of person you'll often find in these long-lasting organisations: thoughtful, future-oriented, introspective, and often self-critical. These individuals are focused on making a positive impact in the world and serving the organisation rather than seeking personal gain.

I find the analogy of a forest to be quite fitting. For a forest to thrive long-term, there needs to be stalwart oaks providing a robust structure. Amidst these towering trees, you witness a cycle of growth and decline, certain elements flourish while others fade, but the overarching solid framework remains intact. These enduring, long-term institutions form the backbone of our society.

One entrepreneur likened getting venture capital funding to strapping a rocket onto a car; if the car isn't stable, secure, and ready, it leads to a disaster. Similarly, hiring salespeople prematurely can indicate a probable failure because you're still figuring out your direction. Thus, the sustainability of the business gets compromised.

Interestingly, during my observation year at Eton, I asked a staff member if they ever intended to expand the institution. Their perplexed reaction was intriguing. They asked me, 'Why would we want to grow?' The question made me realize that once growth ceases to be the primary objective, it allows the spotlight to shift towards aspects like sustainability, longevity, nurturing a strong culture, and attracting top-notch talent.

To understand this better, let's travel back in time, focusing on the evolution of corporate America as an example. The initial major corporations were family businesses, constructed with the intent of longevity and continuity. They were built to be bequeathed, akin to the great establishments in India such as Tata, and even in Japan. The emphasis wasn't merely on scaling to sell, but on nurturing the business to be transferred across generations.

I found myself transitioning from an extremely short-term world into an environment where the focus was primarily long-term. The environment, based around colleges, was more relaxed and unhurried. The pace was different – no hourly targets here – with a collegiate atmosphere that placed greater importance on future implications.

What seemed like trash to this giant software company was akin to Aladdin's treasure for a 12-year-old. I recruited my older sister as my business partner, and we began to gather discarded floppy disks using my youngest sister's pram. As an added bonus, we offered same-day delivery, a feature that we cheekily called 'Amazon Now'.

Born into a family where my father made about £35 a week and both of my parents worked tirelessly, we didn't have the luxury of material wealth. Yet, we were enveloped in an abundance of love, which I view as the ultimate luxury. This upbringing imbued me with empathy towards families facing similar circumstances.

Our approach is this: diversity is an invitation to the party, inclusion means being asked to dance, and belonging implies having the chance to choose a song on the playlist. This metaphor speaks to making a difference and feeling truly part of something.

We quickly adopt technologies we see potential in and dismiss those that don't seem promising. Over the last five years, we have heavily invested in Artificial Intelligence, which has immense benefits to us and our clients. Conversely, we didn't invest in the metaverse – or, as we call it, the 'metaworse' – due to its inherent lack of potential as a force multiplier and clunky user experience.

Our core belief is in the immense potential of technology as a force multiplier, particularly when it's rendered accessible and intuitive. From the onset, we have viewed the internet through the lens of software, rather than merely brochureware. We view ourselves as an innovation agency, one that marries the spheres of art and technology.