Being Like a Swiss Army Knife

Our family often watches Yeşilçam films together because we love them very much. I believe many people in Türkiye share the same feelings as we do; old Turkish films have a texture and a unique quality that set them apart from all other types of cinema. These films feel warmer and more intimate. If they were not like that, how could we watch films we have seen hundreds of times and know almost every scene and line by heart over and over again? In recent years, films have also been made that come close to capturing the spirit of classic Yeşilçam cinema. Among the few names that stand out in these productions for us is Ata Demirer. In one of his films, in which he plays a traveling raw “çiğ köfte” vendor, he gets into trouble in Istanbul and ends up taking refuge in Gökçeada. Having arrived on this beautiful island without any plans, he finds that it is the end of the tourist season, and while looking for work, he introduces himself to the owners of a seaside business by saying, “I am a man like a Swiss Army knife!” It was at exactly this scene that the children simultaneously asked me (Mustafa Başar) and their mother what it means to be “like a Swiss Army knife.” As parents, we paused the film and tried to explain that, although it is a type of multi-functional knife produced in Switzerland, the expression has become a metaphor in our language, similar to certain idioms in our culture (such as “a man of many parts”), and that it conveys the importance of being versatile and multi-talented. However, I couldn’t help but wonder: in their short lives, the children had never even seen a Swiss Army knife, so it was only natural that they had not heard of it. Come to think of it, when was the last time I had seen or heard of one myself? And how would we answer their second question? Why didn’t he say, “I am a man like a Turkish knife”?

The Sürmene district of Trabzon, the Kestel district of Bursa, the town of Yatağan in Denizli, and even our provinces of Sivas, Gaziantep, and Şanlıurfa… Do you know what these places have in common? Yes, for centuries, they have been producing extremely high-quality knives in many different types and varieties. Kestel in Bursa, a city that once served as the capital of the Ottoman Empire, and the province of Sivas are among the places with the oldest traditions of knife production. Because even before the Ottoman Empire existed, during the era of the Anatolian Seljuks, high-quality steel knives were already being produced in these regions for various purposes. Of course, however, handcrafted knives and swords had long been produced in many different parts of the world. As in every field, achieving global brand recognition required differentiation and adding unique features to existing products. This is exactly what Karl Elsener accomplished in 1891. He began his working life as an apprentice under a knife maker in a blacksmith’s workshop. Through disciplined work, he became a skilled craftsman and, at just 24 years old, opened a factory producing surgical instruments and knives in 1884. The products he manufactured with high-quality craftsmanship soon attracted the attention of the national authorities. When the Swiss Army began to require a multi-purpose tool that would allow soldiers to prepare food (such as using a can opener and knife) and disassemble and reassemble their weapons (particularly for removing screws), he launched a product known as the “Soldier’s Knife” in 1891. This product, originally developed for military purposes, paved the way for what would later become known as the “Swiss Army Knife.” Karl Elsener introduced an improved version, the “Offiziersmesser” (Officer’s Knife), in 1897. This date is considered the birth year of the Swiss Army Knife as we know it today. By combining the name of his beloved mother, “Victoria,” with “inox,” the term referring to stainless steel, he named his company and the brand of his knives “Victorinox.” Today, when people think of the Swiss Army Knife, Victorinox remains the first brand that comes to mind. In the company’s models produced more than a century ago, various tools with different functions—such as a knife, screwdriver, scissors, can opener, and wrench—were combined into a single device. Over time, the company succeeded in producing models that incorporated additional features such as USB drives, laser pointers, compasses, magnifying glasses, and even digital displays. For an army seeking to limit the weight of the equipment its soldiers had to carry regularly, Karl Elsener’s company Victorinox was providing a genuine solution by producing highly innovative products. Over time, many countries’ armed forces—especially those of NATO member states—purchased Swiss Army Knives for their soldiers and even placed special orders for customized versions designed according to their specific requirements.

In 2005, the leadership consultancy firm Whitehead Mann, which is now part of Korn Ferry, published a report titled “What Makes a Good Chairman?” The company was acquired by Korn Ferry four years after the publication of this report. Twelve years later, in 2021, the COVID-19 virus had developed into a global pandemic. Under the extremely challenging conditions created by the pandemic for the business world, Korn Ferry decided to revise the relevant report of Whitehead Mann, the leadership consultancy firm it had acquired. Personally, as I share exactly the same perspective as Korn Ferry on this matter, I would like to list the 10 qualities that “the entire board of directors, together with the chairman,” should possess in the 21st century.

1- Broad experience at board level and beyond

The Chair and Board Members should have a broad and diverse range of experiences in order to understand the challenges they may face and build extensive networks with various stakeholders. Previous experience as a CEO can be valuable; however, it is not sufficient on its own. Effective Chairs and Board Members will also be individuals who have served as “Non-Executive Directors” (NEDs), chaired committees, and gained experiences beyond the corporate world.

2- Strong curiosity and openness to differences

In an environment defined by rapid change and continuous disruption, failing to recognize new ideas and emerging trends can lead to devastating consequences. The Chairs of the future must demonstrate continuous curiosity and awareness in identifying and remaining open to evolving trends, both in the business world and in society at large.

3- Resilience, self-control, and strength of character

The turbulent transition of the 2020s continues. Although the possibility of another global pandemic is considered unlikely, it is almost certain that other crises will occur. Therefore, effective Chairs and Board Members must be resilient in the face of crises, demonstrate strong character, and be prepared to take decisive action when necessary. Their ability to actively apply the experiences gained from previous crises and the lessons they learned throughout those periods is of vital importance.

4- Emotional intelligence and exceptional communication skills

Chairs and Board Members must now engage with a broader range of stakeholders and manage more diverse boards. Through effective communication and active listening skills, internal and external relationships should be strengthened, and every Board Member and senior executive should be made to feel valued.

5- Humility and openness to personal development

The “arrogant and distant Chairs” who were once tolerated will no longer be accepted. The Chair of tomorrow must demonstrate a profile that is able to acknowledge mistakes, learn from them, and remain open to learning from others. They should be able to provide concrete examples of their own personal development journey and inspire a culture of continuous learning within their organization.

6- Mental agility and continuous intellectual development

Humility does not mean intellectual weakness. The Chairs of the future must be mentally agile and intellectually strong; they must be able to anticipate change and respond to it quickly.

7- Collaboration focus and appreciation of partnerships

A strong partnership between the Chair and the CEO is one of the cornerstones of successful leadership. Effective Chairs will support and encourage the CEO, provide guidance when necessary, but will also challenge them and never hesitate to make a change when required.

8- A sense of purpose

The way companies and boards are perceived is undergoing a profound transformation. Chairs must demonstrate a form of leadership that is not focused solely on profit, but also on people, the planet, and purpose. They should have an authentic, deeply rooted sense of purpose that aligns with their own values and be able to communicate this purpose clearly to stakeholders.

9- Digital awareness and competence

Technology is transforming every aspect of life and the business world. Chairs and Board Members do not need to be experts in technology; however, they must genuinely understand technology, its trends, and its impacts. They should also be able to build effective relationships with digital experts and lead transformations in this field.

10- Full commitment and engagement with the role

Board Membership and Chairmanship should no longer be regarded as “part-time” roles. Future Chairs may need to keep the board functional and agile, challenge the CEO more than ever before, and, when necessary, take over the CEO’s responsibilities. This is not a light transitional role before retirement; it is a demanding position that requires significant time and commitment.

In the local film we watched as a family, the character portrayed by Ata Demirer says during a job interview, “I am a man like a Swiss Army knife,” conveying the message: “Do not see me only as a skilled cook; I have the talent and experience to take on different roles that can contribute to the development and growth of the business.” As I emphasize whenever I have the opportunity on different platforms, the most important step on the path toward institutionalization is meritocracy. To achieve the goal of developing and growing an organization or institution, “assigning the right person to the right job” is an extremely simple yet highly effective method. Having “versatile individuals” within the top management teams of companies holds strategic value for the future and long-term sustainability of those companies. Having a Board of Directors composed of members who can roll up their sleeves when necessary and immediately fill critical gaps in the company’s key operational functions (such as Finance, Human Resources, Production, Export, Marketing, Procurement, etc.) without losing time is extremely important.