Business, like politics, is all about the elevator pitch. Selling your big idea, in a small space of time. But why is European government failing to deliver the goods? How would business solve the migrant crisis, or youth unemployment?

Successful global companies change direction when the game plan isn’t working. They set the target and incentivise the team. But when Europe’s CEO, Jean-Claude Juncker, wants to change direction, he has to convince 28 Member States to agree. So, if Europe is to redefine its way of doing business, what can it learn from the corporate world? Well, first of all. There’s branding.

Europe, the brand

Europe, like Coca Cola, has one brand and several flavours. The original Coke (Angela Merkel), has all the ingredients. Diet Coke (David Cameron), is best served with ice. Coke Zero (Viktor Orbán), is packaged in a very dark bottle, and the new kid on the block, Coke Life (Matteo Renzi), is naturally sweet.

Ronald Reagan said: “The most terrifying words in the English language are: I’m from the government, and I’m here to help.” While most Europeans favour a government-led social model, their trust in government is diminishing, and yet their trust in some corporate brands is increasing. So, can business really do it better? Can a business approach solve today’s big political problems?

The management

The management of a big firm makes or breaks the business. Europe’s citizens are demanding better value for money. They want to see value for what they’ve bought; and regional development is one way the European Union has tried to demonstrate that we’re better together. But spending has been poorly controlled.

Today, the management team is increasing demands for financial transparency when it comes to spending. The rules weren’t working, but Europe has learned some lessons. It’s no longer a start-up enterprise, but as it matures it will lose even more agility.

To challenge slow institutions, a new wave of private social enterprise is starting to compensate for government inaction.

Swedish entrepreneurs and humanitarians Susanne Najafi and Emad Zand have launched Refugee Air to airlift Syrian refugees directly into the European Union. They are just part of a generation capable of leverage financial and human capital on the back of strong commercial experience; turning cash and personnel into non-profit organisations aiming to solve Europe’s chronic policy failures – youth unemployment and migration being just two examples.

‘Amazin’ on migration

If the European Commission really thought like digital age entrepreneurs, it could see the migrant crisis as a logistics issue. A solvable logistics puzzle. Take out the emotion, and essentially, it’s a matter of moving people from one place to another; providing a safe environment and basic, secure living needs, on a temporary basis.

You may not like thinking of migrants this way, but in terms of problem solving it’s a useful exercise. The programme delivery would have to be achieved while meeting high human rights standards; ensuring asylum requests are handled prudently; and even providing safe routes for economic migrants where necessary. Let’s call these the ‘terms and conditions’. The contract.

Imagine the European Commission was actually a business, let’s call it ‘Amazin’. President Juncker would go online, knowing that 160,000 migrants doesn’t even come close to solving the migrant crisis. He would select prefab accommodation for two million people, choosing from a list of approved suppliers. Then he would add land rental for the new Cities of Refuge, perhaps two humanitarian zones in the EU, two in Africa – 175 hectares is enough land to house 100,000 refugees in prefab housing – that’s equivalent to 6 Parc Cinquantenaire’s – the elegant park beside the Commission. Even Luxembourg could spare the space.

Add on food services, medical facilities, sanitation, security services and other critical needs – all of which can be immediately sourced online – then proceed to check-out. While we don’t show in the video programme, we tested the sourcing online. Within hours we had logistics estimates from an engineer and proposals for prefab housing from China, the United States and from European suppliers. No committees, no focus groups; just technical specifications from an expert and offers of supply from commercial firms.

Well, at the check-out President Juncker can choose some payment options: EU Emergency funds, let’s say three billion Euros; the United Nations, 2 billion dollars; crowd-funding with a 1 billion target in six months; the Arab League – 3 billion dollars; and even Russia can chip in with a billion or two, well, it’s better than giving millions to Marine Le Pen.

With the payment sorted, Mr Juncker can choose gift options, maybe wrapping the package in some nice blue paper with yellow stars. Finally, there is the delivery option: standard (no thanks) or urgent delivery.

Of course, it isn’t as simple as that, and Sven Giegold, member of European Parliament (Greens), thinks it’s wrong to even compare business and politics in this way. Yet if the current system isn’t working well in Europe’s crisis situations, what needs to be done? What role does leadership play in getting results in Europe; and what kind of leader does Europe need?

Authenticity and brand value

In the United States, Donald Trump is leading the Republican pack. He wants to be President, he wants to get results, and he says he knows how, because he’s been in business. And we hardly need to mention his name because he’s such a recognisable brand. Also running is Carly Fiorina, an experienced tech CEO. Fiorina’s elevator pitch is that she knows how to create jobs, cut red tape and she’s got a big vision for the country.

But is Trump’s ride to the top more to do with a public craving for authenticity? Have American politicians lost their brand value? And let’s ask the same question of Europe?

With every crisis achingly unsolved – Greece, youth unemployment, migration – are Europe’s citizens losing faith in the brand values of the European Union? Have we come so far, only now to see Europe’s shareholders refuse to invest any further? Europe needs a new elevator pitch, and it needs to deliver, on time; or more people will want their money and sovereignty, brought back home.