Queen’s Speech

Lord Mitchell Excerpts

Monday 13th May 2013 Lords Chamber

[Lord Mitchell]

My Lords, in my reply to the gracious Speech, I will address two issues. The first is the special concern of small business growth, and the second the consequences and opportunities of the digital revolution.

Despite the fact that my job definition as Shadow Business Minister includes responsibility for SMEs, I have vowed to myself to refrain as best I can from using the expression SME. It is so engrained in our vocabulary, but it is such a misnomer. The fact is that small businesses and medium-sized businesses are not the same and should not be grouped together; their requirements are so different that combining them is an error. Those who do so, in my opinion, demonstrate that they have no understanding of the particular needs of each sector.

As I have mentioned on many occasions in your Lordships’ House, nearly 40 years of my business career were spent in the small business environment. Well, that is not quite true, because the three small businesses I founded each grew to become medium-sized international companies. But in the beginning each business started with a few of us sitting around a small table, or at the bar in a pub, where we said, “Wouldn’t it be a good idea if?”. It is very hard to convey what it is that motivates one to become an entrepreneur. When I think back, I sometimes think that I must have been crazy; the incidence of failure in start-up businesses is heavily stacked against the entrepreneur. What few people outside the entrepreneurial circle understand is just how stressful it all is. There is the perennial stress that the money might run out, that an important customer might go somewhere else, or that a key employee might be recruited elsewhere. You need the constitution of an ox. Put simply, it is not for everyone, but if you succeed it is truly wonderful.

When I created my companies I never thought about the rates of income tax, corporation tax or capital gains tax, and I certainly did not have the vaguest notion what inheritance tax was, nor did I care. Indeed, when I started my first business in 1972, I seem to recall that the top rate of income tax was 83%, plus unearned income tax of 15%—not what one might call an entrepreneurial incentive. To me it was all irrelevant. I wanted to be my own boss. I had worked for big companies, and I simply knew that I could do it better; it was the arrogance of youth. I loved the freedom, I loved building teams of well motivated and excited people, and I revelled in the joys of customer satisfaction. So when I hear politicians somehow thinking that a tweak here and an incentive there will suddenly turn us into an entrepreneurial society, I know that they have got it wrong. It is not how it works. Nothing illustrates this better than the shares-for-rights issue that we debated at length in the previous Session. No businessman would have dreamt up such lunacy as this.

What does matter is creating a climate where the entrepreneur feels comfortable—and for them, as for all business people, the one ingredient that gives comfort is confidence. Success in any field comes from confidence. Just see what happens to a football team when a great new manager arrives; the same players are revitalised. As the Minister will know better than anyone, we saw it in the Olympics. When people believe in themselves, they can move mountains. As it is with sport, so it is with business. Confidence comes from leadership, and leadership, of course, comes from the very top. When I look at the grim face of George Osborne, all I see is dour despondency. What he needs to do is to lighten up and provide strong, positive leadership. He needs to change the atmosphere, be upbeat and introduce a strategy for growth. He could have done it in the gracious Speech, but he chose not to.

Goldman Sachs, for which I know the Minister has a special attachment, has run an interesting study in business growth, and I would like to bring it to your Lordships’ attention. Several years ago, Goldman Sachs introduced a project called 10,000 Small Businesses, which is a target that it set for itself. In conjunction with five UK universities and based on its American experience, it set its goal to supercharge ambitious small businesses, seeking to generate small business growth that otherwise would not have happened. The results have been extraordinary.

Small businesses are the major source of job creation and also drive economic growth through innovation and market expansion. It is true that the overwhelming majority of small businesses do not grow and are static; they are important, but they do not produce economic growth. But there is a small percentage of small companies that are ambitious, growth hungry and well run. What the Goldman Sachs programme seeks to do is to locate such high-growth companies and propel them to achieve significantly greater returns. So what does Goldman Sachs do? It selects high-growth potential companies that have more than 10 employees and a turnover of just over £1 million and screens them carefully to determine their ambition and their management competence. Each CEO commits to undertake 100 hours of involvement over a four-month period. As Goldman Sachs puts it, they are companies that have dreams and talent which they wish to translate into advanced action. They learn about money and metrics, leadership, marketing, strategy, financing, and putting it all together. At the end, they produce a business growth plan—not so much a business plan, more a commitment to growth. The most exciting aspect of the programme is the dependence on peer-to-peer learning and engagement, which comes from the entrepreneurs themselves, from different backgrounds and different industries, sitting down together, challenging, querying and providing support from each other to each other.

The results are staggering. Employment growth is up 23% compared with 1% for small businesses as a whole, and there is revenue growth of 16% compared with minus 9% for the small business area as a whole. Equally impressive are the following qualitative statistics: 92% became more confident of their ability to grow their businesses; 83% introduced new internal processes; 81% used financial data to derive business decisions; and 84% had an understanding of external finance options that they did not have before. The programme has so far created around 2,000 new jobs. This type of programme is not exclusive to Goldman Sachs and variants are practised by others, but there is no denying that these are impressive results and an indicator that selecting high-growth small companies with big ambitions and helping them to accelerate their growth is an important way to stimulate the economy.

I cannot let the opportunity go by without welcoming the noble Baroness, Lady Lane-Fox of Soho. Her maiden speech was outstanding; for me, as an IT entrepreneur, it touched many key points. The noble Baroness is not in her place, but perhaps I can relate to fellow Members of the House of Lords how I first met her. I had to see her to do with a charity that I was involved in, and I was given an address in Soho. I went along this street and that street and, eventually, was standing outside what I would probably describe as a massage parlour. It was a tanning salon—noble Lords get my drift. I was pretty concerned about this, but I went in through the aforementioned massage parlour and into the noble Baroness’s office, where lots of exciting people were doing amazing things in the IT sector.

Soho has played a major part in my own life. As a misbegotten youth, I used to spend much time there going to jazz clubs and generally hanging around. But perhaps I should move swiftly on. When I met my wife, she was a film director working in Soho, and we had our wedding reception there. In a moment of complete madness I opened a mega-restaurant just off Dean Street, which failed dismally and cost me a fortune. I put it down to a learning experience. So one way or another, Soho is part of my life. My only regret is that, unlike the noble Baroness, I did not have the foresight to include Soho as part of my title.

To those of us in the IT sector, Martha Lane Fox, as she then was, is a legend. Lastminute.com was one of the triumphs of the dotcom boom and one of the survivors, as was I, when all around us collapsed. Indeed, the noble Baroness is a born survivor. No matter what slings and arrows have been flung her way, she just brushes herself off and gets on with it. She has been a champion for our industry and has helped government understand the challenges of the digital revolution. Through her chairmanship of Go On UK, she has sought to make Britain the most digitally skilled nation in the world. That is a tough challenge in that, as she said, 7 million people have never used the internet. I am delighted to have a fellow IT entrepreneur in your Lordships’ House and I look forward to working with her.

There is a digital train crash about to happen. In the past few months, we have seen some dramatic failures on our high streets. Jessops, HMV and Blockbuster video have all gone bust but not as a result of the financial crisis, the Government’s policies or the boom in out-of-town shopping centres. They have failed because they were unable to anticipate the tsunami of the digital revolution. Cameras are on their way out, music is streamed, DVDs are downloaded over the internet. This is just the beginning and we had better get used to it. The internet is changing everything. It is Schumpeter’s creative destruction being condensed into months rather than decades.

This digital revolution is exciting and challenging. It will continue to revolutionise our lives. We must not be afraid of it. We must grasp it and make sure that all our people are equipped to participate in its benefits. Most of all, we must make sure that no one is left behind.