OneVue was created with the clear goal of delivering simpler, fairer access to professional investing for all. That access to quality investments, underpinned by consistency, education, transparency and better value is, we believe, a potentially transformative foundation for better quality of life.The philosophy with which we approach that goal is intrinsic to our culture and best articulated through the story of the 20 Mile March.
The round-trip trek was roughly 1,400 miles. The environment was uncertain and unforgiving, where temperatures could easily reach 20 degrees below zero, even during the summer. Given the absence of modern communications, a rescue would have been improbable if they’d literally or metaphorically tripped up.
One leader led his team to victory and safety. The other led his team to defeat and death.
For years, Amundsen prepared rigorously. He learned what worked in polar conditions, going as far as to live with Inuit people to learn how they moved in sub-zero temperatures. In contrast to Amundsen, Scott’s preparation was limited, and what plans he made were based on his own intuitive conclusions, rather than direct research of the environment he was entering.
Amundsen stored three tonnes of supplies for five men; Scott stored one tonne for seventeen. Amundsen used sled dogs (learned from the Inuit), whereas Scott used unproven ‘motor sledges’ which failed within days of his journey.
Amundsen carried enough extra supplies to miss every single supply depot and still have enough to go another hundred miles. Scott ran everything dangerously close to his calculations, so that missing even one supply depot would bring disaster.
The differences in their approach can be summed up by a specific detail: Scott brought one thermometer for a key altitude measurement and he exploded in ‘an outburst of wrath’ when it broke.
On 15 December 1911, Amundsen and his team reached the South Pole. He and his teammates planted the Norwegian flag and then went right back to work. They could not have known that Scott and his team were now desperately man-hauling their sleds, 360 miles behind.
Amundsen and his team reached home base on 25 January, the precise day he had planned. Running out of supplies, Scott and his team stalled in mid-March, exhausted and depressed. Eight months later, a British reconnaissance party found the frozen bodies of Scott and two teammates in a forlorn, snow-drifted little tent, just ten miles short of his supply depot. His whole team had perished.
What do we learn from this? At OneVue, we stick to our 20 miles. In other words, you keep up the effort – 20 miles, 20 miles, 20 miles – and even when you cross into the plains and it’s glorious springtime, and you feel you can go 40 or 50 miles in a day – you don’t. Instead, you sustain your pace, marching 20 miles consistently.
It’s about having concrete, clear, intelligent, and rigorously pursued performance mechanisms that keep us on track. The 20 Mile March, just like Amundsen and his team, creates two types of self-imposed discomfort:
To achieve consistent performance, we need both parts of the 20 Mile March, a lower boundary and an upper boundary – a hurdle that we jump over and a ceiling that we will not rise above, the ambition to achieve, and the self-control to hold back.