Dr Jonathan Frost

Category: Business

  • USA Leads Techno-Feudal Takeover

    A big chunk of global wealth drifts toward the US because the “toll roads” of the digital economy are overwhelmingly American. Some refer to this as techno-feudalism, named after the feudal land owners of mediaeval times.

    When the world communicates, searches, watches, shops, works, pays, or builds software, it often does so on US-owned platforms (cloud, operating systems, app stores, ad networks, payment rails, enterprise software). Those platforms sit in the middle of transactions and workflows, so they can charge fees, earn subscription revenue, take a cut of commerce, or monetize attention via ads. Even small percentages become enormous when applied to global volume. Like that little 2% on every credit card transaction.

    That cashflow doesn’t just stay as operating income. It turns into profits, stock buybacks, and dividends that primarily accrue to US shareholders and institutions. It also becomes high wages for US-based talent, and it attracts venture funding and startup formation into the same ecosystem, reinforcing the cycle.

    There’s a second-order effect too: once a platform becomes the default, everyone else must integrate with it. That creates switching costs and network effects that let the platform set terms (pricing, rules, ranking, access). Countries outside the US often end up as “rent payers” on infrastructure they don’t control—paying recurring platform taxes in exchange for participation in modern digital life.

    So the transfer isn’t a single event; it’s a continuous, compounding siphon: global usage → platform tolls → US corporate earnings → US capital markets and household wealth → more investment and dominance.

    Below are 20 “infrastructure-like” global platforms (payments, cloud, operating systems/ecosystems, business software, and network/compute rails) that a huge share of modern life and commerce effectively depends on. Turnover = latest reported annual revenue (or TTM where noted). For private companies, turnover is estimated.

    Platform (company)Country of originTurnover (latest)
    Apple (iOS/App Store ecosystem)USA$416.161B (FY2025)
    Microsoft (Windows/Azure/365/GitHub)USA$281.724B (FY2025)
    Alphabet / Google (Search/Android/Cloud)USA$385.477B (TTM to Sep 30, 2025)
    Amazon (AWS + commerce/logistics platform)USA$691.330B (TTM to Sep 30, 2025)
    Meta (Facebook/Instagram/WhatsApp messaging + ads rails)USA$189.458B (TTM to Sep 30, 2025)
    Netflix (global streaming distribution platform)USA$43.379B (TTM to Sep 30, 2025)
    Visa (card payments network)USA$40.0B net revenue (FY2025)
    Mastercard (card payments network)USA$31.474B (TTM to Sep 30, 2025)
    PayPal (online payments wallet/processor)USA$32.862B (TTM to Sep 30, 2025)
    Stripe (payments infrastructure)Ireland~$5.1B (2024, estimated)
    Xero (SMB accounting platform)New ZealandNZ$2.1B (FY2025, year to 31 Mar 2025)
    Oracle (database + enterprise platforms)USA$57.399B (FY2025)
    SAP (ERP/business backbone)Germany$40.364B (TTM to Sep 30, 2025)
    IBM (enterprise IT + hybrid cloud/services)USA$65.402B (TTM to Sep 30, 2025)
    Cisco (network infrastructure)USA$56.654B (FY2025)
    Salesforce (CRM + enterprise platform)USA$37.895B (FY2025)
    Adobe (document/content creation standards—PDF/Creative Cloud)USA$23.77B (FY2025)
    Tencent (WeChat “super-app” + payments/identity rails)ChinaRMB 660.3B / US$91.9B (FY2024)
    Alibaba (commerce + cloud platform)China$137.3B (FY2025)
    Samsung Electronics (mobile devices + chip supply platform)

    Here are 20 European(-origin) “infrastructure platform” competitors/alternatives that map pretty closely to the categories in your global list (cloud, payments rails, business software, telco/network gear, and semiconductor platforms). Turnover = latest reported annual revenue (or equivalent); for banks/fintechs this may be reported as net revenue or net operating income.

    European platformClosest competitor(s) to…Country of originTurnover (latest)
    SAPOracle / Microsoft (enterprise backbone)Germany$40.364B (TTM to Sep 30, 2025)
    SpotifyNetflix (subscription media distribution)Sweden€15.673B (FY2024 revenue)
    OVHcloudAWS / Azure / Google Cloud (IaaS/PaaS cloud)France€1.0846B (FY2025 revenue)
    AdyenStripe / PayPal (merchant payments)Netherlands€2.0B (FY2024 net revenue)
    WorldlineStripe / Adyen / PayPal (payments processing)France€4.632B (FY2024 revenue)
    NexiVisa/MC ecosystem enablers + merchant acquiringItaly€3.514B (FY2024 net revenues)
    KlarnaPayPal / Affirm-style BNPL + checkoutSwedenSEK 25.4B (FY2024 total net operating income)
    RevolutPayPal-ish consumer fintech “super app”UK£3.1B (FY2024 revenue)
    WisePayPal/Xoom-style cross-border money transferUK£1.2B (FY2025 revenue)
    SageXero (SMB accounting + payroll)UK£2,332m (FY2024 underlying total revenue)
    Dassault SystèmesAdobe / Autodesk (design/engineering software standards)France€6.21B (FY2024 total revenue)
    Deutsche Telekom“The network” beneath everything (connectivity)Germany€115.8B (FY2024 total revenue)
    OrangeConnectivity + enterprise network servicesFrance€40.260B (FY2024 revenues)
    VodafoneConnectivity + enterprise network servicesUK€37.4B (FY2025 total revenue)
    NokiaCisco (network infrastructure & telecom equipment)Finland€19.220B (FY2024 net sales)
    EricssonCisco (telecom equipment / networks)SwedenSEK 247.9B (FY2024 net sales)
    ASML“Compute supply chain” underpinning Apple/Samsung/etc.Netherlands€28.3B (FY2024 total net sales)
    ArmDevice/edge compute platform used by Apple/Samsung/etc.UK$4.007B (FY ended 31 Mar 2025 revenue)
    InfineonSemiconductor platform (power/auto/IoT)Germany€14.955B (FY2024 revenue)
    STMicroelectronicsSemiconductor platform (auto/industrial/IoT)France/Italy (merged origins)$13.27B (FY2024 revenues)

  • David Shapiro – Do this over the next 5 years and you’re set

    David Shapiro – Do this over the next 5 years and you’re set

    He asks “How do I prepare for AI and what’s coming to jobs and the economy?”
    He frames the answer as four big areas you can act on: (1) where you live, (2) investments, (3) jobs, (4) lifestyle / higher purpose.

    1) Where you live: “location arbitrage” is a real lever

    • Remote work (accelerated by the pandemic) lets some people choose cheaper or more desirable places to live while keeping higher-paying work.
    • He argues a lot of return-to-office mandates are often a pretext for layoffs (though he acknowledges some teams truly benefit from in-person work).
    • As people leave expensive hubs (he mentions places like San Francisco), housing availability/prices may shift, creating opportunities for those who still want city life.
    • His personal stance: moving to a smaller town improved quality of life (community feel, less stress, more “village vibe”).

    Connection to AI: if AI disrupts jobs broadly, where you live and what it costs to live there matters more.

    2) Investments: the future shifts from “wage economy” to “capital economy”

    • He says we’re moving toward a world where labour earns less overall, and capital ownership/participation becomes the main way wealth gets distributed.
    • His personal strategy (as an example, not advice): dividend-producing ETFs so he doesn’t have to stress about trading—income comes via dividends.
    • He highlights typical household capital channels: stocks, bonds, real estate.
    • He points to “employee ownership” models as a bridge:
      • ESOPs (employee stock ownership plans) in the US
      • UK-style employee-owned trusts and similar European approaches
    • On crypto:
      • He’s sceptical of most crypto/DAOs (calls many scam/rug-pull risk).
      • He views Bitcoin more as a wealth-preservation asset than an income generator, and mentions The Bitcoin Standard as an argument for that view.

    Big claim: solving “how regular people gain capital if they have none” is not an individual problem—it requires policy change.

    3) Jobs: AI + robots squeeze both knowledge work and low-skill labour

    His core thesis: AI threatens high-paid knowledge work, and robots threaten many manual/service jobs, so the old “get skills → get stable job” model breaks down.

    What he thinks survives longer

    He proposes four job “buckets” that remain valuable because people still pay for humans:

    1. Attention jobs
      • Monetizing attention (YouTube, social media, etc.).
      • But he warns it’s winner-take-most and heavily luck-driven.
    2. Experience jobs
      • Work that facilitates lived experiences: tour guides, massage, event roles, “trip sitters,” hospitality/entertainment, etc.
      • People will keep wanting human-centred experiences, even if robots exist.
    3. Authenticity jobs
      • Roles where the customer/client specifically wants a real human presence (he mentions examples like therapists, politicians, etc.).
    4. Meaning jobs
      • Philosophers, spiritual leaders, mentors—people who help others make sense of life and change.
      • He positions himself partly here.

    The “use AI” middle path

    He describes a practical adaptation: become an AI power user (like his wife shifting from copywriting to broader marketing/strategy and using AI for research, planning, artifacts).
    The value becomes judgment + agency + client trust, not typing words.

    Trust and reputation matter more

    He gives an example of a fencing contractor:

    • Even if robots do the physical labour later, customers still hire the trusted name/brand.
    • Trust/reputation are “non-fungible” (can’t easily swap one human for another).

    Timeline / urgency

    He predicts a major societal labour crisis within 10–20 years, and even suggests it could hit before 2030 given the pace of innovation (in his view).

    4) Lifestyle and higher purpose: build agency and structure for a post-work world

    Assuming a future with some mix of UBI (cash) and universal basic capital / dividends, he asks: “What do you do with your time?”

    • He argues people will need purpose, not just income.
    • Key personal skill: agency (self-directed life).
      • Not just reacting to market opportunities, but creating your own path based on what you genuinely care about.
    • He emphasizes the need for structure when external structure (a job) fades.

    How to find a mission (his suggested starting point)

    • “Admit what you’re afraid to want.”
    • Once you acknowledge what you truly want (even if it risks judgment/failure), you can align choices and opportunities toward it.

    He also emphasizes that meaning doesn’t have to be career-shaped:

    • For some, purpose is family and being a good parent, building community, doing “village life” well.

    The talk’s bottom line in one paragraph

    Shapiro’s message is: AI and robotics will undermine both white-collar knowledge work and many service/manual jobs, pushing society toward a capital-based economy and forcing big policy changes. On a personal level, he suggests you prepare by optimizing where you live, building some form of capital participation if possible, steering toward work that depends on human attention/experience/authenticity/meaning, and developing agency, structure, and purpose so life still works even if traditional employment doesn’t.

    Source: https://youtu.be/cY–hKUWKX4

  • The Ultimate Guide to CEO Coaching: Elevating Leadership in the Modern Business Landscape

    The Ultimate Guide to CEO Coaching: Elevating Leadership in the Modern Business Landscape

    What is CEO Coaching?

    CEO coaching, also known as executive coaching, is a tailored, one-on-one professional development process designed to help chief executives and other high-level leaders improve their performance and achieve both personal and organizational goals. Unlike general business coaching, CEO coaching focuses specifically on the unique challenges and responsibilities faced by top-tier executives.

    The Benefits of CEO Coaching

    1. Enhanced Leadership Skills: CEO coaching helps executives refine their leadership style, improve decision-making processes, and develop stronger communication skills.
    2. Improved Self-Awareness: Through coaching, CEOs gain a deeper understanding of their strengths, weaknesses, and blind spots, enabling them to lead more effectively.
    3. Strategic Thinking: Coaches help CEOs develop and refine their strategic vision, ensuring alignment with organizational goals and market realities.
    4. Emotional Intelligence: CEO coaching fosters the development of emotional intelligence, crucial for managing relationships and navigating complex business environments.
    5. Accountability: Coaches provide an objective perspective and hold CEOs accountable for their goals and commitments.
    6. Stress Management: Executives learn techniques to manage stress and maintain work-life balance, crucial for long-term success and well-being.

    The CEO Coaching Process

    1. Assessment and Goal Setting

    The coaching process typically begins with a comprehensive assessment of the CEO’s current skills, challenges, and aspirations. This may involve psychometric tests, 360-degree feedback, and in-depth discussions. Based on this assessment, the coach and CEO collaboratively set clear, measurable goals for the coaching engagement.

    2. Action Planning

    Once goals are established, the coach works with the CEO to develop a tailored action plan. This plan outlines specific strategies and tactics to achieve the desired outcomes, taking into account the CEO’s unique circumstances and organizational context.

    3. Regular Coaching Sessions

    The core of CEO coaching consists of regular one-on-one sessions between the coach and the executive. These sessions typically occur bi-weekly or monthly and provide a confidential space for reflection, problem-solving, and skill development.

    4. Implementation and Practice

    Between sessions, the CEO implements new strategies and practices learned during coaching. This real-world application is crucial for embedding new behaviors and skills.

    5. Progress Evaluation

    Throughout the coaching engagement, progress is regularly evaluated against the established goals. This ongoing assessment allows for adjustments to the coaching plan as needed and ensures the process remains aligned with the CEO’s evolving needs.

    Key Areas of Focus in CEO Coaching

    Strategic Leadership

    Coaches help CEOs develop and refine their strategic thinking skills, enabling them to:

    • Anticipate market trends and disruptions
    • Make informed, data-driven decisions
    • Align organizational resources with long-term goals
    • Navigate complex business environments

    According to a study by PwC, 72% of CEOs believe that strategic thinking is the most critical leadership skill for success in today’s business world.

    Communication and Influence

    Effective communication is paramount for CEOs. Coaching in this area focuses on:

    • Articulating vision and strategy clearly to stakeholders
    • Developing persuasive presentation skills
    • Enhancing listening and empathy
    • Building and maintaining key relationships

    Research from Harvard Business Review shows that communication skills are consistently rated as the most important leadership competency.

    Change Management

    In an era of constant disruption, CEOs must be adept at leading change. Coaching helps executives:

    • Develop change management strategies
    • Overcome resistance to change within the organization
    • Create a culture of adaptability and innovation
    • Lead digital transformation initiatives

    A McKinsey & Company study found that 70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support.

    Emotional Intelligence and Resilience

    Emotional intelligence is increasingly recognized as a critical factor in leadership success. CEO coaching in this area focuses on:

    • Self-awareness and self-regulation
    • Empathy and social skills
    • Building resilience to handle stress and setbacks
    • Cultivating a positive organizational culture

    Research from TalentSmart indicates that emotional intelligence is responsible for 58% of performance in all types of jobs, and is the single biggest predictor of performance in the workplace.

    Choosing the Right CEO Coach

    Selecting the right coach is crucial for a successful coaching engagement. Consider the following factors:

    1. Experience: Look for coaches with a proven track record of working with high-level executives in similar industries.
    2. Credentials: Ensure the coach has relevant certifications and training from reputable organizations.
    3. Compatibility: The coach-CEO relationship is crucial. Ensure there’s a good personal fit and shared values.
    4. Methodology: Understand the coach’s approach and ensure it aligns with your goals and learning style.
    5. References: Seek testimonials or references from other CEOs who have worked with the coach.

    Measuring the ROI of CEO Coaching

    While the benefits of CEO coaching can be significant, it’s important to measure its impact. Some key metrics to consider include:

    • Improved financial performance of the organization
    • Enhanced employee engagement and retention rates
    • Increased leadership effectiveness ratings (e.g., through 360-degree feedback)
    • Achievement of specific personal and organizational goals
    • Improved decision-making speed and quality

    A study by MetrixGlobal LLC found that companies investing in executive coaching reported a 788% return on investment.

    The Future of CEO Coaching

    As the business landscape continues to evolve, so too will CEO coaching. Emerging trends include:

    1. Virtual Coaching: The rise of remote work has accelerated the adoption of virtual coaching platforms, offering greater flexibility and accessibility.
    2. AI-Enhanced Coaching: Artificial intelligence is being integrated into coaching processes, providing data-driven insights and personalized recommendations.
    3. Focus on Well-being: There’s an increasing emphasis on holistic approaches that address both professional performance and personal well-being.
    4. Diversity and Inclusion: Coaches are placing greater emphasis on helping CEOs navigate diversity and inclusion challenges and opportunities.

    Conclusion

    CEO coaching is a powerful tool for enhancing leadership effectiveness and driving organizational success. By providing personalized support, accountability, and expert guidance, coaching enables CEOs to navigate the complexities of modern business, unlock their full potential, and lead their companies to new heights.

    In an era of unprecedented change and uncertainty, investing in CEO coaching is not just a luxury—it’s a strategic imperative for leaders who want to stay ahead of the curve and make a lasting impact.

  • Practical Manual for Effective Asynchronous Electronic Communication

    Asynchronous communication is a powerful tool for remote and distributed teams, allowing team members to communicate and collaborate without the need for real-time interaction. This manual provides practical guidelines and best practices to help you implement and optimize asynchronous communication in your organization.

    Table of Contents

    1. Introduction to Asynchronous Communication
    2. When to Use Asynchronous Communication
    3. Best Practices for Asynchronous Communication
    4. Tools for Asynchronous Communication
    5. Challenges and Solutions
    6. Conclusion

    1. Introduction to Asynchronous Communication

    Asynchronous communication refers to the exchange of information without requiring all participants to be present simultaneously. This mode of communication is particularly beneficial for remote teams, as it allows individuals to work at their own pace and according to their own schedules.

    Benefits

    • Flexibility: Team members can respond at their convenience, accommodating different time zones and personal schedules.
    • Reduced Interruptions: Minimizes distractions, allowing for deeper focus and productivity.
    • Inclusivity: Provides equal opportunities for all team members to contribute, regardless of their location or time zone.
    • Documentation: Creates a written record of communications that can be referenced later.

    2. When to Use Asynchronous Communication

    Not all communications are suited for an asynchronous format. Here are some guidelines to help you decide when to use asynchronous communication:

    Suitable Scenarios

    • Simple vs. Complex: Use async for straightforward updates or feedback that do not require immediate clarification.
    • Low-Stakes Decisions: Ideal for decisions that do not have immediate or significant consequences.
    • Few vs. Many People Involved: Effective when involving a large group where scheduling a synchronous meeting is challenging.
    • Non-Urgent Matters: Best for tasks that do not require immediate attention or are not time-sensitive.

    Unsuitable Scenarios

    • High-Stakes Decisions: Important decisions that require immediate input and consensus.
    • Team Building Activities: Activities aimed at fostering team cohesion are better conducted synchronously.
    • Urgent Issues: Situations that require immediate resolution or action.

    3. Best Practices for Asynchronous Communication

    Clear Guidelines

    • Specify Response Times: Set clear expectations for response times to ensure timely communication.
    • Preferred Channels: Define which communication channels should be used for different types of messages.

    Communication Techniques

    • Prepare and Plan: Think about what you want to communicate in advance. Rehearse if necessary for audio or video messages.
    • Clarity and Conciseness: Write or speak clearly and concisely to avoid misunderstandings.
    • Provide Context: Include all necessary information, context, and resources to minimize follow-up questions.
    • Use Formatting: Utilize bullet points, lists, and headers to make information easier to digest.
    • Check Before Sending: Review your message to ensure it conveys everything you intend to communicate.

    Cultural Practices

    • Radical Transparency: Be extremely transparent to build trust and ensure everyone is on the same page.
    • Encourage Feedback: Regularly seek and incorporate feedback to improve communication practices.
    • Celebrate Incremental Improvements: Recognize and celebrate small wins to maintain motivation and engagement.

    4. Tools for Asynchronous Communication

    Email

    • Usage: Formal communication, updates, and documentation.
    • Tools: Gmail, Microsoft Outlook, Zoho Mail.

    Project Management Tools

    • Usage: Task coordination, tracking, and collaboration.
    • Tools: Asana, Trello, Jira.

    Document Collaboration

    • Usage: Joint editing and version control.
    • Tools: Google Docs, Microsoft Office 365.

    Messaging Platforms

    • Usage: Informal communication and quick updates.
    • Tools: Slack, Microsoft Teams, Google Chat.

    Video and Audio Clips

    • Usage: Detailed explanations and presentations.
    • Tools: Loom, Vidyard.

    5. Challenges and Solutions

    Potential Challenges

    • Delayed Responses: Asynchronous communication can lead to slower response times.
    • Lack of Personal Connection: Reduced face-to-face interaction can affect team cohesion.
    • Miscommunication: Written communication can sometimes be misinterpreted.

    Solutions

    • Set Clear Expectations: Define response times and communication norms.
    • Foster Team Building: Schedule regular synchronous meetings for team bonding.
    • Provide Training: Offer training on effective communication techniques and tools.
    • Use Multiple Channels: Combine asynchronous and synchronous methods as needed to ensure clarity and connection.

    6. Conclusion

    Effective asynchronous communication requires intentionality, clear guidelines, and the right tools. By following the best practices outlined in this manual, you can enhance productivity, inclusivity, and flexibility within your team. Remember to continuously seek feedback and iterate on your communication strategies to adapt to your team’s evolving needs.

    By implementing these practices, your team can thrive in a remote or distributed work environment, leveraging the full potential of asynchronous communication.

    Citations:
    [1] https://www.mural.co/blog/effective-asynchronous-communication
    [2] https://quicklyhire.com/top-10-best-practices-for-asynchronous-work-in-remote-teams/
    [3] https://www.switchboard.app/learn/article/asynchronous-work-best-practices
    [4] https://www.remote-first.institute/blog/the-ultimate-guide-to-asynchronous-communication-for-remote-teams
    [5] https://www.digitalocean.com/resources/article/asynchronous-communication
    [6] https://slack.com/blog/collaboration/asynchronous-communication-best-practices
    [7] https://handbook.gitlab.com/handbook/company/culture/all-remote/asynchronous/
    [8] https://slack.com/blog/collaboration/embrace-asynchronous-communication-remote-work
    [9] https://www.linkedin.com/pulse/5-asynchronous-communication-tools-tips-remote-teams-herontalent
    [10] https://enterprisersproject.com/article/2022/6/asynchronous-remote-work-5-tips-success