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Leadership Is The Software Which Relies On A Vision, It Is People-Focused, Culture-Driven And Pivots On Trust- Price

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8 years ago

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Introduction: Leadership Vs Management

I have always been fascinated by the concept of leadership – not management but leadership; because there is a difference.

 Stephen Covey, the American author most popularly known for his book, 7 Habits of Highly Effective People, said: “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”

 Colin Powell, former U.S. Secretary of State, said: “Leadership is the art of accomplishing more than the science of management says is possible”.

 And finally, Bill Owens, American politician and former Governor of Colorado said: “True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.”

To go a step further, let’s use the example of hardware and software – after all I am in the technology business!

For me, leadership is the software which relies on a vision, it is people-focused, culture-driven and pivots on trust.

On the other hand, management is the hardware inclusive of plans, strategies, processes and KPIs. And, although management is essential, it is reliant on leadership to achieve anything meaningful.
Ask yourself, what separates:
 Google from Yahoo
 Apple from Blackberry
 And, Richard Branson, CEO of the Virgin Group from Martin Winterkorn, former CEO of Volkswagen

I am certain that strong leadership would be the resounding response. Therefore, I believe we can safely conclude that the difference between the success and failure of any business is leadership.

Ladies and gentlemen, now more than ever, leading – and not simply managing – is needed.
We don’t need to look far to see that this is true.

 We exist in a business environment where competition is no longer limited to the man around the corner, but international companies and providers

 The customer base is more discerning, requiring increased convenience, shorter timelines in the provision of services and better value for money.

 We also have a front seat to see the unfolding of a dynamic political climate. Just have a look at the difference between the presidencies of Barack Obama and now, Donald Trump. Having just passed his six-month mark in office, The Trump presidency has been punctuated with scandals and the resignation of key officials, Sean Spicer being the most recent.

Colleagues, it is clear. We are living in a V.U.C.A. world.
A world that is Volatile. Uncertain. Complex. Ambiguous.

Surviving and thriving as a business leader in a VUCA world requires vision, sound judgement and adaptability.

Essentially, a leader that can Unlearn, Learn and Relearn.

Thomas Friedman, author of The World is Flat and noted New York Times Columnist said, “We are in a new world, using old tools”. Indeed, it can’t be business as usual because the rules of the business environment has changed. Consequently, to operate in this dispensation, we [as leaders] must adopt a new way of leading.

Colleagues, I believe that collaboration must be the foundation of leadership in these VUCA times. Leadership in this new dispensation, therefore, means:
 Inspiring others toward a challenging vision;
 Building consensus and commitment; and
 Introducing and managing change.

Let’s take a moment to address each of these fundamentals.

Inspiring Others toward a Challenging Vision

Ladies and gentlemen, inspiring others towards a challenging vision is often something that we, as business leaders, must do. Sure, we share our vision with investors, stakeholders and customers. However, the people that we need to inspire to make this vision a reality are our employees.

As we’re all aware, Elon Musk is the CEO of SpaceX – a company predicated on the use of rocket science, with the aim of colonising Mars. Between 2006 and 2009, the company created and manufactured Falcon 1, the first privately-developed liquid-fuel launch vehicle to go into orbit around the Earth.

However, on August 2, 2008, the flight of the Falcon 1 rocket failed as it propelled into space. It was a hard day. I am certain that staff were disillusioned… after all, they were being asked to do the impossible and had failed.

Dolly Singh, former head of talent acquisition for SpaceX, shared her account of the day with noted magazine, Business Insider. She said that Elon Musk, after the rocket failure, addressed the SpaceX staff as a matter of priority before addressing the media. He acknowledged that the flight did not get into outer space but they had achieved more than many others on this first attempt. He also encouraged his staff to hold fast to the vision that Falcon 1 represented, as he was not going to give up.

Dolly said that within moments, the energy of the room changed from despair to determination; people begun looking forward instead of looking back at past failures. The invigorated SpaceX team immediately got back to work and figured out what exactly went wrong in a matter of days. After a mere seven weeks, SpaceX had another Falcon 1 ready. It launched successfully on September 28, 2008 making it the first privately built rocket to achieve earth orbit.

Ladies and gentlemen, inspiring people towards a vision is not an activity that is done through one staff meeting or a friendly company email. It is about consistently engaging staff and helping them to see how important they are to achieving the company’s vision. This is critical in challenging times, when things are not going as planned.

Elon Musk could have chosen to address the media as a matter of priority after such a public failure. But, the act of going to his staff and speaking with them first showed his commitment to them. It highlighted that the staff at SpaceX were a team, and as their leader he knew that, in this moment, he needed to reassure them that he was proud of their hard work and wanted them to continue trudging ahead regardless of the setback.

The second fundamental mentioned was: Building Consensus and Commitment.

For the past six years, Google has held the #1 spot in Fortune Magazine’s Best Companies to Work For in the United States. We have all heard about the free gourmet food, haircuts, laundry services and even town hall meetings. Googlers, as they are called, do lots of work but report high levels of satisfaction and low levels of stress in their jobs.

What is of interest is that Google is a cutting edge firm that is marked by its innovativeness and willingness to try new things. There is a culture of discussing ideas and working together to attain consensus, engender commitment and achieve goals. Therefore, each member of staff is able to buy into the ethos of Google.

Ladies and gentlemen, staff engagement is nothing new. But today we must, like Google, ensure that our companies are values-driven and performance-lead. The culture of the organisation is the core that gives life to this philosophy.

o A strong culture must be based on people buying into the company’s vision and seeing their role as important to its achievement.
o A strong culture relies on leaders that focus on developing strengths and minimizing weaknesses among staff.
o A strong culture ensures that people are productive – regardless of whether the CEO is around.

Building consensus and commitment is something that requires people to trust their leaders, and their leaders to trust them. It means working as a team and not in silos.

In my view, this will have a ripple effect on the way in which we engage our clients, customers and shareholders.

The third fundamental mentioned was: Introducing and Managing Change.

Take your mind back to 1997 – Merlene Ottey placed 3rd in the 200metres race at the World Championships in Athens, Greece; Diana, Princess of Wales died in a car crash and Apple was on the brink of bankruptcy. 1997 was also the year that Steve Jobs, regained control of Apple to make the company one of the greatest comeback stories in business.

Steve Jobs had to preside over a period rife with change. As leader, he had to both introduce and manage this change.

o One of his first decisions was to cut costly projects and align with known-competitor, Microsoft, to strengthen the financial base.

o Next, he introduced the iMac, effectively re-inventing the ‘boring beige box” that represented computers at the time. This was a move which increased sales and brought the company back to profitability.

o In 2001, the iPod, iTunes and the Apple Store were born. Jobs did not ask his team to build a retail store so Apple could sell more products and increase its market share. Instead Jobs asked, “How can we reinvent the store?” The question forced his team to think outside of the entire category… not simply outside the box.

Ladies and gentlemen, Steven Jobs made the process of introducing change, a company-wide initiative that disrupted the market. As leaders, we must embrace this process and ensure that we are nimble and able to implement the changes needed to encourage success.

In 2002, when Jobs wanted Apple to forget about Mac OS 9 and move on to Mac OS X, he held a mock funeral for Mac OS 9 and even delivered a eulogy. It meant another big change that staff, consumers and investors had to trust would turn out well. It was the end of an era.

Conclusion
Let me take a few moments to share some tips that I utilise in these VUCA times.
1. The only mistake is the one that you don’t learn from
2. Lead by Example
3. Circumstances Change. Value Don’t
4. Focus on Solutions. Not Problems
5. Learn, Unlearn and Relearn
6. Learn to get out of the Way
7. What do you think?
8. Are you easy to do business with?
9. Great Players don’t win trophies; great teams win trophies
10. Be the leader that you want to follow

Ladies and gentlemen, taken independently, these elements are of great significance. However, when taken together they represent what leading and thriving in this VUCA world requires.

It can’t be business as usual. Therefore, we can’t be ordinary leaders… we must be exceptional.

I end as I began, highlighting the difference between leadership and management. In this instance, I leave you with the words of Jim Rohn, American author and motivational speaker: “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without folly.”

Thank you.

The above was the text of  the Keynote Address given by
Mr. Stephen Price, Managing Director – Flow Jamaica at a PSOJ Breakfast Forum on July 25, 2017 at the Port Antonio Room, Jamaica Pegasus.

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India’s 10-Minute Delivery Boom: A Blueprint for Disruption—and a Wake-Up Call for Caribbean Courier Companies

While the Caribbean market differs significantly in terms of geography, population density, and infrastructure, India’s 10-minute delivery trend signals a major shift in consumer expectations and service standards that cannot be ignored. Caribbean courier and logistics companies must take this as a call to evolve or risk irrelevance.

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3 days ago

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June 22, 2025

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India is currently experiencing a radical transformation in its retail and logistics sectors, driven by the explosive rise of quick-commerce (q-commerce) and the 10-minute delivery promise. Platforms like Blinkit (Zomato), Zepto, Swiggy Instamart, and Flipkart Minutes are reshaping consumer expectations, retail operations, and supply chains through hyperlocal fulfillment and lightning-fast logistics. As the trend spreads across urban and tier-2 Indian cities, it offers both a glimpse into the future of delivery and a warning for other regions—including the Caribbean.

Inside India’s 10-Minute Delivery Revolution

The delivery model hinges on speed, convenience, and proximity:

  • Companies now offer a growing range of products—from groceries and snacks to electronics and pharmaceuticals—delivered in under 10 minutes.

  • Consumers, especially Gen Z and millennials, are driving demand for instant gratification, backed by digital platforms and mobile-first lifestyles.

  • The rise of micro-fulfillment centers or “dark stores”—small warehouses strategically placed within dense neighborhoods—makes this model viable and scalable.

  • AI-driven inventory management, smart rider dispatching, and urban logistics innovation are pushing the boundaries of traditional supply chains.

As a result, India’s urban logistics infrastructure is being reshaped, and tier-2 and tier-3 cities are becoming growth frontiers for quick-commerce and smart warehousing.

Implications for Caribbean Courier and Delivery Companies

While the Caribbean market differs significantly in terms of geography, population density, and infrastructure, India’s 10-minute delivery trend signals a major shift in consumer expectations and service standards that cannot be ignored. Caribbean courier and logistics companies must take this as a call to evolve or risk irrelevance.

1. Rising Expectations for Speed and Convenience

Consumers across the Caribbean—particularly in urban areas and among younger demographics—are becoming accustomed to same-day or next-day delivery through global platforms like Amazon, Shein, and even regional players. As q-commerce normalizes faster fulfillment, local consumers will begin demanding shorter delivery windows, even for basic items.

Action: Caribbean courier companies must optimize last-mile delivery using routing software, rider apps, and hyperlocal delivery hubs to reduce travel time and improve efficiency.

2. Opportunity for Micro-Fulfillment and Smart Warehousing

The Indian model shows the power of small-scale, decentralized warehousing. In Caribbean cities like Kingston, Port of Spain, Bridgetown, and Nassau, underutilized retail spaces and urban properties can be converted into dark stores or inventory depots to support fast local fulfillment.

Action: Logistics players and even supermarkets or pharmacies should collaborate to build shared micro-warehousing infrastructure, possibly using a cooperative model to manage costs and logistics.

3. Platformization and Tech Partnerships

Q-commerce in India is driven by advanced tech platforms, real-time inventory systems, and intelligent dispatching. Many Caribbean companies are still operating on legacy systems with little digital integration.

Action: Courier services must invest in tech-enabled platforms—either by building in-house apps or partnering with regional tech startups—to offer app-based ordering, real-time tracking, and integrated payment solutions.

4. Gig Economy and Flexible Workforce Models

India’s delivery model depends on a mix of full-time and gig delivery riders, supported by incentives and flexible shifts. The Caribbean’s informal workforce presents a similar opportunity.

Action: Embrace a gig workforce model with structured onboarding, safety protocols, and performance incentives—without compromising rider well-being.

5. Regional Logistics Integration

Small market sizes and geographic fragmentation in the Caribbean make it difficult to achieve India-style scale. However, regional integration—via a Caribbean logistics alliance or digital fulfillment network—could increase efficiency and reduce cross-border delivery costs.

Action: Policymakers and private players should explore multi-island logistics hubs, shared air/sea freight routes, and cross-border fulfillment platforms.

Challenges and Considerations

  • Urban infrastructure in Caribbean cities is often unprepared for high-frequency delivery services; road congestion and informal address systems remain issues.

  • High import dependency makes local warehousing more complex; inventory planning needs to factor in shipping times and customs clearance.

  • Worker rights and labor protections must be addressed early to avoid India’s growing criticism over gig worker exploitation.

  • Sustainability and profitability need to be prioritized; Caribbean companies cannot afford long-term losses in pursuit of unsustainable speed.

Conclusion: Learn, Localize, Lead

India’s 10-minute delivery boom presents a compelling case study in innovation under pressure. For Caribbean courier companies, the key takeaway is clear: consumer behavior is changing fast—and local businesses must move faster.

Rather than trying to replicate India’s model exactly, Caribbean firms should localize quick-commerce strategies, leverage technology, and reimagine urban logistics in ways that reflect the region’s unique strengths and constraints.

The companies that act now to digitize, decentralize, and adapt will not only survive but could lead a Caribbean logistics transformation—setting new regional benchmarks for speed, service, and customer satisfaction.

India’s 10-Minute Delivery Boom: Reshaping Retail, Logistics, and Urban Spaces

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Corporate Movements – June 2025

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5 days ago

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June 21, 2025

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ANSA McAL Limited (“ANSA McAL”) wishes to announce that with effect from 16th June 2025, Mr. Adam Sabga was appointed as Group Chief Operating Officer of ANSA McAL. As a key member of the Executive Leadership Team, Mr. Sabga will drive enterprise-wide operational excellence and support the execution of the Group’s diversified strategy across sectors. He will also be responsible for ensuring that all operational pillars are robust, agile and aligned with the Group’s corporate Vision and Values, and delivering value to shareholders, customers, employees and communities across the region.

Trinidad Cement Limited (“TCL” or “the Company”) hereby advises that Mr. Rafael Orlando Martinez Vela has resigned as Group Procurement Manager effective June 13, 2025. undertakings. Mr. Jesus Alejandro Arenas Mosos will assume the role of Procurement Manager effective June 15, 2025. TCL thanks Mr. Martinez Vela for his contribution during his tenure and extends best wishes to him in his future.

Supreme Ventures Limited (SVL) is pleased to announce the appointment of Mr. Don Mark Smith as the General Manager of Supreme Route Limited effective June 16, 2025.

Supreme Ventures Limited is pleased to announce the appointment of Mrs. Tanya Smith Anderson to the post of Senior Vice President, People and Corporate Services, Supreme Ventures Services Limited effective June 2, 2025. Tanya comes to us with more than 20 years experience in people management, culture and industrial relations. Holding several senior human resource management positions, Tanya has worked across numerous industries to include finance, aviation, logistics, insurance and media.

VM Investments Limited (VMIL) has announced strategic leadership appointments and structural updates. These changes align with the company’s long-term strategy for operational excellence, innovation, and sustainable growth. Executive Appointment: Chief Operating Officer Allison Mais has been promoted to the role of Chief Operating Officer (COO) for VM Investments Limited and VM Wealth Management Limited effective April 1, 2025. In this expanded role, Ms. Mais reports directly to the Chief Executive Officer and assumes strategic oversight of critical operational areas across the business. This appointment underscores the organisation’s focus on operational agility and execution, with Ms. Mais’ leadership pivotal to scaling service delivery, improving internal processes, and supporting enterprise-wide efficiency.

Promotion: Assistant Vice President – Global Markets & Digital Asset Trading Denise Marshall Miller’s portfolio has been upgraded to the role of Assistant Vice President – Global Markets & Digital Asset Trading effective April 1, 2025. This change reflects the expanded mandate of the unit, which now includes a sharper focus on digital financial instruments and global trading. This role is critical to VMIL’s strategy of broadening its investment capabilities and capitalising on emerging opportunities in global and digital markets.

Role Realignment: Assistant Vice President – Treasury Operations and Brokerage Services Evette Bryan has been appointed Assistant Vice President – Treasury Operations and Brokerage Services, effective April 1, 2025, having previously served as Assistant Vice President – Treasury & Asset Management. In her enhanced role, Mrs. Bryan will focus on strengthening the operational framework of VMIL’s brokerage services and improving payment processing systems. Her leadership will enhance operational stability and ensure that the brokerage business is responsive, resilient, and client-focused. New Appointments

In further support of its strategic direction, VMIL is pleased to announce the following new leadership roles: • Sitarah Smith – Appointed Assistant Vice President – Investment Management & Structured Solutions effective February 10, 2025. Ms. Smith’s appointment reflects VMIL’s deepened commitment to providing tailored investment strategies and bespoke structured products aligned to client needs. • Stuart Andrade – Assistant Vice President – Finance effective April 17, 2025. Mr. Andrade’s appointment supports VMIL’s focus on financial discipline, strategic resource allocation, and enhanced reporting as the company continues to scale and evolve. • Strycen Williams – Appointed Senior Manager with responsibility for Transformation effective January 20, 2025. Her expertise will drive transformation initiatives across business lines, reinforcing VMIL’s focus on innovation, client-centricity, and market relevance. • Mikhail McLeod – Appointed Manager with responsibility for Legal, Compliance, Investor Relations and Corporate Governance effective February 3, 2025. This addition strengthens VMIL’s governance framework, ensuring robust regulatory compliance and legal oversight in a complex financial landscape. These changes reflect VM Investments Limited’s strategic focus on leadership development, business diversification, and operational excellence. The organisation remains committed to delivering value to clients, shareholders, and stakeholders through a forward-looking and performance-driven culture.

Salada Foods Jamaica Limited (SALF) wishes to advise that Mr. Zayous Hamilton, Financial Controller, separated from the Company effective June 2, 2025. The Company thanks Mr. Hamilton for his contributions and extends best wishes for his future endeavours. Efforts are ongoing to appoint a new Financial Controller. In the interim, the key responsibilities of the role will be assumed by the Chief Accountant, Mr. Richard Thomas, to ensure continuity in the Company’s financial operations.

Everything Fresh Limited wishes to advise that Mr. Errol Grant has been appointed the Group Chief Financial Officer for the company effective May 12, 2025.

 

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MSMEs Encouraged to Create Business Continuity Plans

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5 days ago

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June 21, 2025

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Entrepreneurs in the micro, small and medium-sized enterprise (MSME) sector are being encouraged to create business continuity plans to boost their resilience to a major storm or hurricane.

The advice came from Acting Director General at the Office of Disaster Preparedness and Emergency Management (ODPEM), Richard Thompson, who was a panelist at the United Nations Development Programme (UNDP) Hurricane Ready & Resilient forum on Tuesday (June 10).

The event, held at the UNDP’s Multi Country Office in Kingston, engaged MSMEs on the topic of hurricane loss and damage.

Mr. Thompson pointed out that MSMEs account for approximately 97 per cent of businesses in the country and provide nearly 80 per cent of employment for the Jamaican workforce, making them an extremely important part of the economy.

At the same time, MSMEs are disproportionately vulnerable to hurricane impacts because of their informality, size, limited resources and inadequate access to financing, insurance and disaster preparedness, making business continuity planning even more essential.

“So, in terms of business continuity planning, it’s really a strategy that focuses on or ensures that the businesses are able to operate or to continue during or after any kind of disruptive event,” the ODPEM Acting Director General explained.

He outlined that effective business continuity planning should concentrate on the procedures necessary for maintaining business function, protecting business assets, safeguarding overall employment procedures, and ensuring that there is effective communication with customers.

This is important in minimising business downtime and improves the ability to restore normal function in the shortest possible time.

“It’s really a deliberate process to ensure that the businesses are anticipating, they are mitigating against issues, they are resolving issues regarding the effects of disasters that will impact the business,” he pointed out.

Mr. Thompson noted that one critical aspect of business continuity is ensuring that businesses plan their recovery process.

As such, owners and operators should make sure that all important documents, plans and business concepts are stored securely in the event of a natural disaster.

“One other thing as well that businesses have to pay critical attention to is what is called single point of failure. One of the things that we have noticed for a very long time and it was highlighted during [Hurricane] Beryl, is that energy generation, especially around electricity, is the critical point of failure for a lot of businesses,” he pointed out.

The ODPEM Director said it is, therefore, important that businesses, especially those that rely heavily on electricity, have a back-up plan for power generation.

Another crucial element that is often overlooked by small entrepreneurs, he noted, is ensuring that businesses are registered so they can receive benefits from the State.

“A lot of small farmers are not registered. So, because they are not registered, it becomes difficult after a disaster for them to get grants coming out of RADA (Rural Agricultural Development Authority) and the Ministry of Agriculture, Fisheries and Mining” Mr. Thompson said.

In her remarks, Permanent Secretary in the Ministry of Local Government and Community Development, Marsha Henry-Martin, emphasised the importance of providing support for MSMEs to navigate disasters.

Permanent Secretary in the Ministry of Local Government and Community Development, Marsha Henry-Martin, addresses stakeholders during a Hurricane Ready & Resilient forum held on Tuesday (June 10), at the UNDP’s Multi Country Office in Kingston.

She pointed out that it is also important to understand the individual realities and unique characteristics of each business, their locations and their vulnerabilities.

“As a Local Government Ministry, with responsibility for local communities, one of our mantras is that we’re not leaving anybody behind… every community matters, every district matters… every individual matters. Their quality of life must always be at the forefront, and whatever it is that they do to sustain themselves is what we should nurture,” the Permanent Secretary said.

She noted that the Ministry must ensure that the Comprehensive Disaster Risk Management Policy, which is being finalised, sufficiently considers MSMEs and their sustainability.

By: Donique Weston, JIA

Photo; Donna De la Hay

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Private Sector Urged to Champion Productivity

“Equity means ensuring access to financing, financial inclusion, fair treatment under regulation, and a level playing field for all, including women, youth, and marginalised communities,” she said.

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5 days ago

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June 21, 2025

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Minister without Portfolio in the Office of the Prime Minister with Responsibility for Efficiency, Innovation and Digital Transformation, Senator the Hon. Ambassador Audrey Marks, delivers the main address during the Jamaica Chamber of Commerce (JCC) 40th Annual Awards Banquet at The Jamaica Pegasus hotel in New Kingston on June 12.

 

The private sector is being urged to lead the charge in boosting productivity, driving growth, and accelerating national development.

This was the charge from Minister without Portfolio in the Office of the Prime Minister with Responsibility for Efficiency, Innovation and Digital Transformation, Senator the Hon. Ambassador Audrey Marks.

She was speaking during the Jamaica Chamber of Commerce (JCC) 40th Annual Awards Banquet on June 12, at The Jamaica Pegasus hotel in New Kingston.

The banquet was held under the theme ‘Shaping the Future: Driving Productivity, Championing Equity, Inspiring Entrepreneurship’.

Senator Marks pointed out that, “The theme is a call to action and a blueprint for building a Jamaica that thrives locally and competes globally.”

She noted that productivity challenges remain a “stubborn barrier” to unlocking the country’s full potential.

The Minister explained that, over the past decade, the Government has prioritised debt reduction, inflation control and broader socioeconomic stabilisation—creating an enabling environment for businesses to operate and thrive.

She said these efforts have yielded tangible results, including a debt-to-GDP ratio of 68.7 per cent, inflation falling within the Bank of Jamaica’s four to six per cent target range, and a 43.3 per cent decline in murders between January and May 2025, compared to the same period last year.

Senator Marks assured that Jamaica has reached a stable socioeconomic position, one poised to unlock exponential growth and national development.

“To achieve that growth, the Government will now have to pivot from stabilisation to GDP growth strategies. We must boost productivity, not by working harder but by working smarter. It’s about integrating technology, upskilling our workforce, streamlining operations, and investing in innovation. This is where the private sector can lead the charge,” the Minister outlined.

Senator Marks noted that the second pillar of the theme, ‘championing equity’, challenges stakeholders to confront the entrenched issue of unequal access to opportunities.

“Equity means ensuring access to financing, financial inclusion, fair treatment under regulation, and a level playing field for all, including women, youth, and marginalised communities,” she said.

The Minister pointed out that the JCC has been playing a key role in levelling the playing field for micro, small and medium-sized enterprises (MSMEs).

“The President of the Chamber of Commerce has placed a spotlight squarely on ensuring that MSMEs are not left behind, because it’s these businesses that are the backbone of the economy. They are the creative and entrepreneurial engine in every community, in every parish, that keep our economy going, and they must be empowered, not as an afterthought but as a priority,” Senator Marks stated.

She noted that the JCC has spearheaded several initiatives over the years to bridge opportunity gaps for citizens and entrepreneurs – from redevelopment projects in downtown Kingston to partnerships aimed at tackling crime and advancing technology.

Meanwhile, Ambassador Marks underscored the importance of inspiring entrepreneurship, the third pillar of the JCC event’s theme.

She highlighted that Jamaicans are natural innovators, excelling as creators in music, cuisine, logistics, fintech, and other dynamic sectors.

“But there needs to be developed, locally, a culture that celebrates and encourages young innovators to start, and if you fail, to continue… and you can fail again, we will still be here to support you. That is my primary purpose in this position in the Government, to create that culture that celebrates innovation and supports entrepreneurship,” Senator Marks affirmed.

She urged the JCC to continue supporting Jamaica’s boldest thinkers, noting that the awardees are “examples of what is possible”.

“Please continue to nurture that spirit. Let us invest in it, educate it, mentor it, and showcase it, because the next tech genius could be a young Jamaican right now with nothing but a laptop and a dream,” Senator Marks said.

The JCC annual awards banquet celebrated outstanding businesses and individuals across categories, including the best in business performance, sustainability and marketing.

By: Donique Weston, JIS

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Artificial Intelligence

Meta’s AI Ad Revolution Is A Seismic Shift in the Media Landscape – Its Impact On Caribbean Agencies

Meta’s “infinite creative” ad ambition is a disruptive force—reshaping the contours of advertising from production to pricing. For traditional agencies, the future isn’t erased—it’s redefined, demanding agility, technological foresight, and narrative excellence. Investors should scrutinize which players can transcend production to become indispensable strategic storytellers in the AI era.

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2 weeks ago

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June 15, 2025

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Meta Platforms, owner of Facebook and Instagram, has announced plans to launch a fully AI-driven ad-creation platform by the end of next year. This system will enable advertisers—especially small and medium-sized businesses—to input a product URL or image, set a budget, and have Meta autonomously generate, target, and optimize complete campaigns across formats—including image, video, text, and placement.

What the Platform Can Do
Creative generation: Builds ads from scratch—images, multi-scene videos, copywriting, and branding—using tools like Advantage+ and image-to-video converters

Advanced targeting: Employs Meta’s Lattice engine to allocate ad spend, refine audience targeting, and adjust pacing in real time

Automated budgeting: Balances campaign efforts across goals such as ROAS, profit, and conversion, with minimal human oversight

Industry Disruption & Agency Threats
Meta battles entrenched ad agency models—storyboarding, media buying, client liaisons—by offering a sleek, end-to-end AI solution. This has triggered market jitters: shares of global ad giants (WPP, Publicis, Havas) tumbled ~3–4% upon announcement

Agencies are concerned about “black box” AI with little creative uniqueness and limited transparency. A creative director warned that agencies risk becoming obsolete unless they champion human storytelling and strategy .

Meta insists it sees agencies as strategic partners—not casualties—enabling them to offload production and focus on high-level creativity

“We believe in the future of agencies. We believe AI will enable agencies and advertisers to focus precious time and resources on the creativity that matters. While we think there will ultimately be more automation in marketing, the role that agencies play is going to become ever more important through their ability to plan, execute and measure across platforms.” Alex Schultz, chief marketing officer and vice-president of analytics at Meta, in a recent post on LinkedIn.

Impact on Traditional Media Models
Democratization of ad creation: Millions of small business advertisers gain direct access to high-quality campaign tools previously available only to agency clients

Pressure on margins: Agencies built on hourly fees and creative production face erosion as automation slashes costs and time-to-market

Shift to consultancy: Agencies pivot toward brand narrative, measurement, and cross-channel attribution—areas where AI still struggles

Rise of performance pricing: Industry compensation models may prioritize outcomes over effort, accelerated by Meta’s technology

Investor Watch: Jamaican Ad Agencies on JSE Junior Market

The Limners And Bards Limited and One Great Studio, local creative houses listed on the JSE’s Junior Market, face both risks and opportunities.

Risks:
Client loss to self-serve AI tools on Meta.

Margin compression as SMEs opt for in-platform solutions over agency retainers.

Need for rapid adoption of AI to stay relevant.

Opportunities:
Local agencies could offer premium services—creative consulting, storytelling, campaign analysis—that AI can’t fully replicate.

They can act as intermediaries, bridging the gap for brands that need personalized strategy and regional expertise.

Possible strategic partnerships to deploy Meta’s tools with bespoke oversight and local flavour.

“AI tools would help “level the playing field” for small and medium-sized businesses that do not have the time or financial scale to use agencies. Millions of small businesses rely upon our platform to grow. For these businesses who aren’t able to work with an agency, or don’t have time during their busy days to think about their creative or targeting, that’s where AI can help level the playing field.” Alex Schultz, chief marketing officer and vice-president of analytics at Meta

Strategic Playbook for Agencies
AI integration: Adopt platforms like Meta Advantage+ or Omneky to streamline production.

Human centricity: Focus on brand voice, emotional resonance, and formats requiring high-touch creative input.

Outcome-based offerings: Transition to performance-driven fee models, aligned with client ROI.

Niche differentiation: Leverage cultural understanding, regional targeting, and deep local networks to stay competitive.

“Investors quickly sold off some of the world’s largest marketing services as news of Meta’s planned AI rollout, which could significantly swell the $160bn (£118bn) the company already makes annually from advertising.”

Investors in Context
Meta’s AI push secures its ad dominance, potentially lifting platform ad revenues 15–20% by 2026 via SME market expansion

Junior Market agencies face an inflection point: failure to adapt could erode valuation; proactive transformation may present attractive long-term upside.

Investment signal: Look for agencies investing in AI, offering high-value services, and embedding performance-based revenue models.

Meta’s “infinite creative” ad ambition is a disruptive force—reshaping the contours of advertising from production to pricing. For traditional agencies, the future isn’t erased—it’s redefined, demanding agility, technological foresight, and narrative excellence. Investors should scrutinize which players can transcend production to become indispensable strategic storytellers in the AI era.

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