The global security campaign was given urgent new momentum by the tragic London and Madrid bombings. Governments and security services are at the forefront of the response to this new form of globalized threat that has combined the sinister efforts of extremists with the disaffection of youth in our domestic Islamic communities.
But business has a critical role to play in building the economic and social conditions that will enable the policies of prevention of violent extremism to succeed.
The US Congress’ 9/11 Commission Report concluded “in the post 9/11 world, threats are defined more by the fault-lines within society than by the territorial boundaries between them”.
The clear diagnosis is that measures to address extremism must focus within society on the challenge of inclusion and cross-cultural understanding.
There is some debate about how business can help mitigate risk and reduce loss from the impact of terror. We think there is too little discussion on how business can positively contribute to longer-term security and harmony. Business skills and resources are under recognized and underutilized by policy-makers.
From our personal experiences of New York and London we feel that politics and the policies of restrictions, deportations, bans on incitement to terror and smart policing probably bring some public reassurance. But on their own they treat only the symptoms of disaffection and extremism and their lightening conductors.
London’s unique role as a communications and international business hub stems as much from the diversity of its populations. But there can be little harmony in multicultural and multiethnic communities unless people of all races, religions and cultures have a vested interest to get along. The litmus test is whether with the help of business they all sense that they have more invested in cooperation than living in mistrust and conflict.
From primitive times the model of cross-cultural collaboration has arisen from markets, trade and economic cooperation, and the relationships and rules that underpin these. It seems so simple — that everyone wants a better future for their children. This has accounted for migration and self-help throughout history. It is alive and well for most people as a goal after 9/11 and 7/7 than before.
The heavy lifting of strategies and practical projects for economic inclusion and cross-cultural contacts come only from the generators of wealth and opportunity. The entrepreneurs at all levels — from social entrepreneurs in communities and dynamic small business proprietors, to the biggest international businesses.
It is obvious to us that business has a long-term interest in security through loss of trade, business assets and increased risks in the marketplace. There are benefits from business engagement: Tapping the significant Muslim consumer market, building reputation and employee respect as well as safeguarding community harmony.
What often seems less obvious is the unparalleled contribution business makes to human capital through training, entrepreneurial opportunity, infrastructure, supply chains and infusion of sustainable business processes throughout the world.
So what is the practical agenda for business leaders where their companies can make a scalable and sustainable impact on the challenge of inclusive economic development?
Business leaders are understandably intimidated by getting involved in complex social and political issues.
But the starting point for any action agenda domestically and in overseas markets is a vision for positive engagement in the issues, and the longer-term business interests at stake. Core business operations and unique competencies in the workplace, marketplace and in communities make the impact over time.
A three-prong approach would involve, at the workplace, promoting recruitment, employment and vocational training that includes young Muslims. Temporary job and work experience in partnership with neighborhood schools can help build bridges. Small businesses in minority communities can be strengthened.
Secondly, in the marketplace, products can be adapted, from food ingredients to Shariah-compliant financial products, to serve the enormous growth potential of Islamic communities. Valuable brands that all too easily become icons of vilification can be adapted to bring value to Islamic proprietors. Company supply and distribution chains should be recognized as a formidable framework for local engagement.
Thirdly, companies can focus their social investment on projects that reach Islamic youth, engage Islamic girls and women’s groups who can be greatly empowered through education. Sponsorship of sport that crosses communities has enormous potential as a force for peace and development. Social entrepreneurs who engage in constructive community building should be sought and backed.
But importantly, action must take place on all levels — the 9/11 Commission argued that “if we favor one tool while neglecting others, we leave ourselves vulnerable and weaken our national effort”. The way is now open for a business vision for engagement in the key issue for security and development of our age.
— Robert Davies is CEO of The Prince of Wales International Business Leaders Forum; Donna Redel is a former managing director of the World Economic Forum
